Innovation ecosystems in Europe: from science to market

From Sciences to Market
Introducing to EU Regional Innovation System
Strengthening the Competitiveness of Private Sector
Филипп Жеффруа, Юлия Никулина
2015 г.

About Philippe GEFFROY
PhD In Technology Assessment / MSc in Innovation Management/ MSc in Industrial process and Manufacturing Engineering
Experienced in Technology assessment, Scouting , Business Innovation development and Innovation Policies since 1998
In Russia
 Work with Russian clusters about internal organization (CMO), international promotion and development. References: Troitsk
(photonics), Ulyanovsk (aeronautic), Novosibirsk (IT and biotechs), Тоmsk (IT), Krasnoyarsk (Space), Khanty-Mansiysk (APG) and
others.
 Provide diagnostic and hands-on support to technoparks staff organization and specialized coaching for promising startups in the
framework of the World Bank program to support Russian innovation system and Russian Venture Acceleration Network.
 Business Development support to foreign companies (Aerospace, advanced composite material, Automotive, Railways, biotechs,
etc)
 Outsourcing of research programs and technical due diligence for industrials and M&A Consulting firms
In Europe
 Work with main French, Belgium, British clusters and other on collaborative projects and business development,
 Research outsourcing, Technology due diligence for large companies and commercialization from science results in EU countries
and North Africa,
 Provide Startups hands-on support to reduce time to market, (pre-industrialization stage)
 Co-founder of an Open Innovation Accelerator (On Going)
PHG 2November 20 2015

PART I-A
INTRODUCTION TO THE EU INNOVATION POLICY
GEFFROY@LINKWEST.EU 3December 01 2015 ASI Moscow

Introduction
Some Dates - 1
 Regional innovation as physical development . Regional innovation typically focused on
physical developments such as science parks and the relocation of research labs. The
innovation model was heavily predicated on the linear flow of ideas from research into
industry. Policy focused on relocating research to those areas with low levels of R&D, as
well as on the development of science parks to attract research activities and to
facilitate spin-offs and knowledge exchange with universities.
1970’
1980’
1
 Supporting technology transfer and enterprise: in the early 1980s, alongside the
science park movement but much less visible, was the development of incubators and
technology transfer agencies, sometimes embedded in science parks and sometimes
based in other agencies. These entities became more common and central to policy in
the late 1980s and early 1990s as the limitations of science parks were widely
recognized and greater priority was given to increasing the number of innovative SMEs.
Innovation Policy therefore emphasized these “softer” business support measures for
technology transfer.
1980’2

Introduction
Some Dates - 2
 Regional innovation as networks – regional innovation strategies: At the
encouragement of the European Commission, regions began to co-ordinate activities
through regional innovation strategies. This approach was based on the emerging
understanding of regional innovation systems, recognizing the importance of networks
among firms and the identification of 1st generation clusters. Many regional innovation
strategies focused on cluster development in the late 1990s. “Soft” services for
innovation in SMEs, including start-ups were promoted.
1980s
Early 1990s
3
 Regional science policies: finally, in more recent years, there has also been a greater
focus on the research base in regions. Policy has prioritized research-driven clusters. In
many cases, regions have taken on greater roles in basic science policy as a result of
devolution. The policy emphasis has returned to research infrastructure again in the
form of large science investments and science cities (2000s), as well as in the form of
infrastructure characterized by public-private partnerships, such as competitiveness
poles and competence centres.
2000s4

Introduction
Innovation as a Core Policy
Innovation is vital to European competitiveness in the global economy. The EU is implementing
policies and programmes that support the development of innovation to increase investment in
research and development, and to better convert research into improved goods, services, or
processes for the market.
 Some 79% of companies that introduced at least one innovation since 2011 experienced an
increase of their turnover by more than 25% by 2014.
 Some 63% of companies with between 1 and 9 employees declared having introduced at least
one innovation since 2011, compared to 85% of companies with 500 employees or more.
 Some 71% of companies with between 1 and 9 employees encountered difficulties
commercializing their innovations due to a lack of financial resources, compared to 48% of
companies with 500 employees or more.

Introduction
Regions are at the core of the competitiveness of the National Innovation
Strategies
 In the wake of the 2008 financial and economic crisis, innovation is viewed as central in
boosting job creation and economic growth in the quest to build stronger, cleaner, and fairer
economies.
 In the new push for innovation and competitiveness, regions have increasingly become relevant
actors.
 Two policy trends contribute to the rising role of regions.
– First, the paradigm shift in regional development policies favors strategies based on the
mobilization of regional assets (RIS3) for growth, bringing innovation to the core of
regional development agendas.
– Second, there is a growing recognition of the regional dimension in national innovation
strategies in harnessing localized assets and improving policy impacts.
 The increased relevance of networks and connectivity for innovation also reinforces the
importance of regional innovation systems

Introduction
EU Funding Research and Innovation

Introduction
EU Information Center

Introduction
EU Funding Research and Innovation

Introduction
EU Information Center

Introduction
EU Initiative for Life Sciences and Biotechs

PART I-B
EU REGIONAL INNOVATION SYSTEM (RIS) AT A
GLANCE

European Regional InnovationSystem(RIS)
Regional Meta Mechanism and Overall Objective

European Regional Innovation System - Part I
Research and Innovation Strategies for Smart Specialization (RIS3)
In the context of Europe 2020, smart specialization emerges therefore as a key element for place-
based innovation policies, and can be defined as presented in Box 1 below.
 They focus policy support and investments on key national/regional priorities, challenges
and needs for knowledge-based development, including ICT-related measures;
 They build on each country's/region’s strengths, competitive advantages and potential
for excellence;
 They support technological as well as practice-based innovation and aim to stimulate
private sector investment;
 They get stakeholders fully involved and encourage innovation and experimentation;
 They are evidence-based and include sound monitoring and evaluation systems.

European Regional Innovation System - Part I
Typology of Regional Strategies into the framework of RIS3
 Diversification
 Strong and promising industrial production and services sector
 Strategy aiming at diversifying the framework of its economic potential
 Restructuring
 Strong industrial sector generally based on raw materials, energy, logistics… Large
amount of employees and a situation of mono-activity
 Strategy aiming at restructuring the economic framework
 Consolidation
 A strong economic sector with well recognized impact
 Strategy aiming at consolidation of the economic potential
 Creation
 Very low industrial sector (often cities live from agriculture or tourism)
 Strategy aiming at creation of an industrial or services potential

European Regional Innovation System– Part I
Some Policy Instruments for Regional Innovation - 1
 Develop a large industrial zone
Aims to attract new investment and to enable new development from already located companies
 Provide companies with financial advantages : free tax zone, public support or
fund of investment
Aims to develop specific financial advantages for attracting and improving companies
 Develop specific training programmes
Aims to increase the competitiveness of local companies by providing them training services or to
attract new companies by developing specific training programmes
 Improve the global quality of the urban environment
Aims to improve the urban quality and the life style in order to attract new companies or to maintain
the existing ones through the area

European Regional Innovation System– Part I
Some Policy Instruments for Regional Innovation - 2
 Develop a technology transfer policy
Aims to help SMEs to face difficulties in competing on the international market and in increasing their
productivity and efficiency through external R&D support
 Support creation of new companies (for example, in high tech sector)
Aims to create a large reservoir of jobs which is flexible to adapt the market changes
 Develop Sciences and/or Technopark
Aims to enable a long term regional development because of the innovative potential of the
companies which can adapt to any change in technology, organization or market
 Create a network with the existing regional actors (cluster)
Aims to increase the competitiveness of the companies

European Regional Innovation System– Part 2
Territorial Intelligence ; Method and Tools to Strengthen Regional Decision
Making Process
 What is Territorial Intelligence ?
A policy aiming at the competitive development of a local or regional territory through supporting
enterprises and public developers by the use of Competitive Intelligence (CI) methodologies and
tools.
This policy aims at :
 Producing knowledge,
 Developing CI teaching,
 Organizing security and trust on internet,
 Promoting the competitive and cultural advantage of the territory
Results of the TI process provides strategic information used for strategic objectives, operational
objectives and Territorial Marketing.

EuropeanRegional Innovation System– Part 2
Competitive Intelligence for region ; Method and Tools to Strengthen
Regional Decision Making Process ;
 Result expected of such Policy
 Strategic watch system,
 Capacity to articulate long term techniques like forsight with short term techniques of
real time information and alert tracking and analysis,
 Economic or social intelligence brings to your organization the capacity to learn from
others,
Information and Communication Technologies (ICT) and dedicated data-mining software are
useful.

Competitive Intelligence for region ; Method and Tools to Strengthen
Regional Decision Making Process ;
 Process Overview

Information Sources / Innovation Policy Promotion and Monitoring;
 Some examples of online tools and reports

Regional InnovationSystem–3
Information Sources / Example SMEs Needs
 Result s of a Survey Among Swedish Innovative SMEs (2012)

POLICY INSTRUMENTS FOR REGIONAL
INNOVATION BUSINESS SUPPORT INTERMEDIARIES

Instruments for Regional Innovation System(RIS) so Called Business Support Institutions
Intermediaries’ location in a RIS (Optimal approach)

Overall Context
From Idea to Market

INTERMEDIAIRIES FEATURES
TTO, Incubator, Techno-Parks, Clusters

Trends
Increasing Policies to Enhance the Transfer and Commercialization of Public
Research
 Legislative and administrative reforms to encourage PRIs and universities to
file for and commercialize their IP,
 Collaborative IP tools and funds to coordinate and to be able to execute the
knowledge and innovation activities
 Mechanism to facilitate the flow of knowledge and research data
 Recognition of researcher participation in the commercialization process
 Financing public research based spin-offs
 Supporting the emergence of entrepreneurial ideas from public research
 Capacity to link the external environment through bridging and
intermediary organizations
 Incentives for collaboration to induce business open innovation with firms

Intermediaries’ Features TTOs
Mission Statement - 1
 TTO is dedicated to building bridges between science and industry, and to transferring
knowledge and technologies to society and the marketplace.
 TTO supports researchers throughout the entire technology and knowledge transfer process
and helps them to best leverage the commercial potential of their research.
 A multidisciplinary team of experts guides researchers with regards to research collaboration,
the management of the intellectual property and the creation of spin-offs companies.

Mission Statement - 2
The knowledge and technology transfer activities include:
 Collaborating with industry: Companies often turn to the university to answer part of their R&D needs,
instead of performing the whole process themselves. When researchers collaborate with industry, LRD
sets up well-balanced collaboration agreements. Specifically for European consortium projects, LRD's EU
advisors guide researchers in administrative, financial and legal matters during the entire project life
cycle;
 Managing intellectual property: TTO helps researchers to protect their intellectual property and
devise appropriate strategies for transferring the intellectual property from the university to industry;
 Supporting the Creation of spin-off companies: TTO assists researchers during the start-up phase
and guides them through the process of translating a business idea into a real company. TTO provides
researchers access to seed capital, and appropriate lab and office space in closed incubators and sciences
parks;
 Promoting entrepreneurship and innovation by stimulating networking initiatives
 Stimulating and cultivating knowledge-driven regional development in closed relationship with
regional administration and innovation policy

Existing Models
Publicly funded
Research
Organization
(PRO)
TTO
Independent
intermediaries
Spinn-offs Firms
Independent
intermediaries
Spinn-offs Firms Spinn-offs Firms
Publicly funded
Research
Organization
(PRO)
Subsidiary
TTO
PROPROPRO
Intermediary
TTO Spinn-offs Firms
PROPROPRO
Intermediary
TTO
Regional
institutions
Degree of Externalization

Intermediaries’ Features TTos
Example Model 4 , Canadian

Example Model 4; German
Management
Technologies
49%
51%
Public Private Partnership
PPP
Universities

Example Model 3; French

No Existing Ideal Model but an Ideal Ingredients List
Professional
Management
Innovation culture
Human resources
Marketing approach
Networking
Long term
commitment
A shared mission
Proactive IPR
management
Access to new media
Links with local
development
institutions
Relationship
management
Confidentiality – rapidity -
flexibility

Intermediaries’ Features
European Institute of Innovation & Technology (EIT)

EIT and KIC (Knowledge and Innovation Communities)

Incubator Mission Statement
Incubators
 Incubators are spaces created and subsidized by private or public initiatives to allow
entrepreneurs to stimulate the creation of new scientific, technological or business
initiatives in cooperative environments that forge new partnerships, facilitate flows and
share of talent, resources and market knowledge and facilitate preferential access to
advisors.
 The key competence of these intermediaries hangs on the delivering massive education
courses necessary for entrepreneurs to develop their early-stage technologies and
privileged access to some sources of funding from VC, business angels, etc.

Incubator
 Measurement of the efficiency of Business Incubation
Business incubation performance is measured by how the client company’s growth and financial
performance at the time of incubator exit. Operationally, there are five mutually exclusive
outcomes at the completion of the incubation process:
1. The company is surviving and growing profitably.
2. The company is surviving and growing and is on a path toward profitability.
3. The company is surviving but is not growing and is not profitable or is only marginally
profitable.
4. Company operations were terminated while still in the incubator, but losses were
minimized.
5. Company operations were terminated while still in the incubator, and the losses were
large.

Sciences & Techno Park - 1
 Definition
Technopark (technology parks, technological parks also High-tech park) is commercial property
developments of one or more buildings that will accept all the types of tenant but they often
have a wider range of acceptable activities in technology based business (TRL 5-6) and are not
so concentrated on R&D as a main element in tenants' activities.
They will also accept tenants that provide support services to technology-based businesses but
are not themselves technical businesses such as:
 Accountants
 Lawyers
 Patent agents
 Market research organizations
 Technology brokers - especially those with good international connections
 Venture capital providers
 Business consultants specializing in technology-based firms

Sciences & Techno Park - 2
 The overall challenge of a Technopark is to achieve three main goals
 Respond to the NEEDS of regional enterprises in terms of innovation technology, cross
fertilization with over R&D organizations, good services and friendly environment where
researchers would have found an ideal environment to lead their R&D.
 Develop specific R&D activities in conjunction with other knowledge based institutions
in the region, in order to deliver some unique technological assets to existing enterprises
or technology based start-ups
 Create a management infrastructure that will allow the Technopark to be self-
sustainable within a reasonable time frame (three to five years).
The overall idea is to ensure that the park will have an economic impact in the region and that
will assist existing and new enterprises to manage their development and innovation process in
a very proactive and leading edge manner.

Intermediaries’ Features Summarized
Typology of Intermediaries and bridging organizations

What is a cluster ?
An organization enabling facilitate access to local, regional and global markets and that allows
to reduce time to market for innovative products

How a cluster is organized ?

Example of Services

How a cluster runs ?

Intermediaries’Features
How Design Successful Cluster Initiative
1. Ideally focus the cluster policy on promising sectors. This could include ICT, Photonics, Advanced materials,
Biotechs, etc. Russia has many Institutes, Universities and SMEs with promising competences that can allow to
design and promote
2. Place SMEs at the core of the program implementation, it implies more relationships between regional level
and business level to address their needs through a cluster organization.
4. Provide a sustainable funding support for the cluster policy at the federal and/or regional levels that should be
forecasted at least for three years, ideally five years
5. Put the emphasis on excellence of cluster management organization. This allows addressing two dimensions;
on the one hand they should support cluster organizations through the provision of services targeting cluster
management excellence and on the other hand they can be efficiently monitored by a quality process.
7. Install efficient monitoring system agreed and understood by regional stakeholders. Monitoring, contrary to
evaluation, is a mechanism that allows stakeholders to adapt processes and projects in order to make sure to
efficiency of the cluster management organization, measuring real economic impact and allowing excluding
inefficient clusters from the list of supported clusters;

Intermediaries' Features
Example of a Cluster Value Chain sector Semiconductor and microelectronic

Intermediaries ‘s Feature
Logical Framework For a Successful Cluster Strategy Design
2 - What we really can today ? 3 - What we would like to develop tomorrow ?
To create an efficient organization that take into account
microelectronic trends to helping firms to grow up by
creating new jobs with more added value on the territory
of the Region .
It should allow to act both on strengthening the firm's
competitiveness and attractiveness of the region
1 - Who we are ?
BENCHMARKING
VALUE CHAIN
SWOT MATRIX
4 - Why ?
The Cluster Organization
5 – HOW ?
DIAGNOSIS
CLUSTER MARKET 1 PRODUCTS
SEGMENTATION

The Cluster : Building Collaborative Projects
Practicing the Collaborative Project : Key Concepts
 Call for Action. A call for action is an issue, problem, concern, or need that ignites people to
act.
 Collaborative Partners. Once a decision to act is made, potential partners must be chosen,
recruited, and brought to the table.
 Building a Base of Common Knowledge. Creating a climate of mutual respect, acceptance,
and trust.
 Shared Vision. A shared vision is a clear picture of what you hope to create; it is essential to
sustaining a collaborative effort. A shared vision generates energy, motivates partners, and
tells everyone where the collaborative is going.
 Strategic Planning. Strategic planning is a comprehensive planning process that provides the
framework for collaborative action.
 Evaluation. Evaluation can be a relatively simple process, with partners measuring effort,
effectiveness, and efficiency.

A critical Stage; The Technology Maturity Assessment / TRL Stage
December 01 2015 ASI Moscow
The Innovation
Phase

GEFFROY@LINKWEST.EU 52
Prerequisites for Collaborative Projects
 Pre-competitive Projects at the level 6 of maturity scale technologies (Technology Readiness
Level-TRL), with a stage of product industrialization or service deployment during a few
years, is then required to achieve an effective innovation commercialization,
 Applied research projects leading to the end of a project to a TRL level 3-4 with the
production of knowledge and technological know-how used in subsequent developments.
The label of the clusters is given to projects regarding the following 5 criteria:
1. Consistency with the technology roadmap of the pole,
2. Expected economic benefits,
3. Value of the consortium,
4. Technical innovation,
5. Resource adequacy in relation to the objectives.

Intermediary Features
Cluster’s Collaborative Projects Process
+-/2 M +-/1 M 3-5 D
Project ValidationProject File
Assessment
Project
Consortium
And Examination
Idea
Other Type of Funding
Public
Funding
Project Rejected
NEEDS
EVALUATIONSKILLS
FEASABILITY STATE of THE ART
BUSINESS MODEL
BOARD
SCIENTIFIC COMITEE
HEAD OF TECHNOLOGIESSECTOR PROJECT MANAGER
NEUTRAL EXPERT
SERVICES
 Consistency with the technology
roadmap of the Pole
 resource adequacy in relation to the
objectives
 Expected Economic
benefits
 Value of the Consortium
 Technical Innovation
 National Level
 EU Level
Collaborative Project Process and Timeline

Cluster; the Collaborative Projects Process
Projects With Public Incentives/Grants
Technical (R&D) Collaborative Projects Led by a Call for Projects (National or EU)
What ?
 A top/down process launched by Public Players with a technical issues clearly identified
 Participants must be at least; PROs, large or SMEs company or start up.
How ?
 Dissemination to the cluster’s members by email and newsletter.
 Workshops are organized for more detailed information with a call for participants.
 The project team members works by iteration until having agreed on a common project
data sheet that can be submitted to the cluster validation process.
Other Non Technical Collaborative Projects Led by Cluster Management Organization
Promotion
Exhibitions, Events, Support to Export, Website, Collaborative Management Platform, tools,
etc.
Training Topics according the needs of the companies ( Training Needs Assessment)

Cluster; the Collaborative Projects Process
Projects Without Public Incentives/Grants
Technical (R&D) Collaborative Projects Led by a project consortium
What ?
 A bottom / Up process initiate by ; a researcher, a start-up, a SMEs, a large company that
needs skills and/or knowledge t to reach a market level that alone cannot reach.
 The technical issue must be compliant with the cluster’s strategy
How ?
 Thematic workshop allows developing networking of companies in the same sectors
(cluster mapping).
 Mentoring helps organizing to project consortium that prepare the potential partners to
work together.
 The project team members works by iteration until having agreed on a common projects
data sheet submitted to the cluster validation process.
Ex. Other Non Technical Collaborative Projects leds by enterprises
Business Int.
Market studies, cluster mapping, visiting peer clusters, etc initiate by the cluster
organization
Services IP, coaching, consulting, VCs mentoring.

СПАСИБО ЗА ВНИМАНИЕ!!!
Контакты:
Юлия Никулина,
nikulina@linkwest.eu
+7 905 506 2211

Innovation ecosystems in Europe: from science to market

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