Existing and well-functioning regional or national innovation systems designed to support scienceand
technology-based innovation have to be further developed in order to be able to meet new
challenges from emerging global markets for technology and new forms of global knowledgesharing.
Across all countries, governments have recently been involved in research and education;
hence a need for new knowledge and new business skills will also have to be in the focus of
governmental interest. Governments have constantly been called upon to react accordingly and to
adopt innovation-friendly framework conditions. New policy tools have been created to be able to
better meet this challenge.
The regional dimension has also become of increasing significance. Nowadays, regions have come
up with own innovation strategies considering the individual regional strengths instead of spreading
public investments thinly across several frontier technology research fields and, as a consequence,
not making much of an impact.
Innovation policy has to acknowledge that traditional boundaries between manufacturing and
services are increasingly being blurred. The success of manufacturing depends, for instance, very
much on innovative services, such as design, marketing and logistics as well as on product related
after-sales services, and vice versa. More and more service providers are manufacturing goods
that build upon or are related to their service portfolio or distribution channels. But regional and
industrial development policies and tools are still not sufficiently taking account of these changes.
Service innovation is in fact a driver for growth and structural change across the entire economy. It
helps to make the entire economy more productive and provides fuel for innovation in other
industries. It even has the potential to create new growth poles and to lead markets that have a
macro-economic impact.
The so called systematic innovation policy approach, which has recently been introduced in many
industrialised countries, is based on the assumption that an effective innovation policy has to
improve all determinants that influence a given sector-specific innovation system.
The indicator-based Analysis of National Innovation Systems Approach (ANIS), developed by the
Institute for Innovation and Technology (iit Berlin) includes a comprehensive examination and
evaluation of the status of national innovation systems. It is mainly intended for emerging and
developing countries for which standard innovation benchmarking and monitoring approaches
might not be sufficient as statistical data is often missing or outdated. Policy-makers of these
countries can benefit from clear advice on how to overcome weaknesses within their national
innovation system and to identify determinants of specific relevance.
I Minds2009 Overcoming New Challenges By Breaking Old Boundaries Creative Pa...imec.archive
The document discusses challenges facing ICT innovation policies in Europe and proposes a more holistic approach. It argues that current policies focus too much on technological research and not enough on design, user needs, and business models. It also claims policies do not support commercialization of research results or collaboration between academia and business. The document proposes that future policies promote: 1) art, creativity, and design in ICT research to create new products and services, 2) user-centered design and innovation, and 3) closer collaboration across sectors to support innovation from research through commercialization. Adopting this holistic approach could help overcome barriers and better promote ICT innovation in Europe.
Why and how to participate in Horizon 2020? Manual for organisations.Open Concept
Manual for civil society organisations - Why and how to participate in the European Research and Innovation Framework Programme Horizon 2020?
The first part of this brochure gives a very short introduction into the functioning of the European context. It also proposes some wider reflections on research policies, NGOs and societal developments. The second part presents Horizon 2020. The third part is quite technical in order to help understanding the procedure of how to submit a project.
Przewodnik dla organizacji pozarządowych, jak i dlaczego wartpo brać udział w Programie Horyzont 2020.
http://www.kpk.gov.pl/wp-content/uploads/2015/01/manual_H2020_NGOs_Sept_2014.pdf
This document provides an overview of three emerging business innovation trends: Design for Innovation, Smart Living, and Innovative Business Models. It describes each trend and provides examples of companies demonstrating success in each trend through four case studies per trend. The document also discusses the drivers and obstacles these companies face, relevant policy challenges around supporting these trends, and recommendations for policymakers based on discussions with stakeholders. The overall goal is to better understand new innovation practices and how policy can help scale successful approaches.
The Frascati Manual provides guidelines for collecting and reporting internationally comparable statistics on research and experimental development (R&D) expenditures and personnel. The 2015 edition is the 7th revision of the manual, which was first published in 1963. Key changes in the 2015 edition include expanded definitions and concepts to better address topics like measuring business R&D, using administrative data, and analyzing R&D globally. The revision process involved extensive consultation with country experts to develop updated guidance in separate chapters addressing specific sectors and issues.
I Minds2009 Overcoming New Challenges By Breaking Old Boundaries Creative Pa...imec.archive
The document discusses challenges facing ICT innovation policies in Europe and proposes a more holistic approach. It argues that current policies focus too much on technological research and not enough on design, user needs, and business models. It also claims policies do not support commercialization of research results or collaboration between academia and business. The document proposes that future policies promote: 1) art, creativity, and design in ICT research to create new products and services, 2) user-centered design and innovation, and 3) closer collaboration across sectors to support innovation from research through commercialization. Adopting this holistic approach could help overcome barriers and better promote ICT innovation in Europe.
Why and how to participate in Horizon 2020? Manual for organisations.Open Concept
Manual for civil society organisations - Why and how to participate in the European Research and Innovation Framework Programme Horizon 2020?
The first part of this brochure gives a very short introduction into the functioning of the European context. It also proposes some wider reflections on research policies, NGOs and societal developments. The second part presents Horizon 2020. The third part is quite technical in order to help understanding the procedure of how to submit a project.
Przewodnik dla organizacji pozarządowych, jak i dlaczego wartpo brać udział w Programie Horyzont 2020.
http://www.kpk.gov.pl/wp-content/uploads/2015/01/manual_H2020_NGOs_Sept_2014.pdf
This document provides an overview of three emerging business innovation trends: Design for Innovation, Smart Living, and Innovative Business Models. It describes each trend and provides examples of companies demonstrating success in each trend through four case studies per trend. The document also discusses the drivers and obstacles these companies face, relevant policy challenges around supporting these trends, and recommendations for policymakers based on discussions with stakeholders. The overall goal is to better understand new innovation practices and how policy can help scale successful approaches.
The Frascati Manual provides guidelines for collecting and reporting internationally comparable statistics on research and experimental development (R&D) expenditures and personnel. The 2015 edition is the 7th revision of the manual, which was first published in 1963. Key changes in the 2015 edition include expanded definitions and concepts to better address topics like measuring business R&D, using administrative data, and analyzing R&D globally. The revision process involved extensive consultation with country experts to develop updated guidance in separate chapters addressing specific sectors and issues.
La collaborazione tra regioni europee gioca un ruolo chiave nel facilitare l'accesso delle imprese alle catene del valore, che ormai travalicano i confini nazionali. La Commissione Europea supporta attivamente questo processo attraverso strumenti operativi e finanziari mirati. I vari interventi presentano un quadro degli strumenti comunitari e regionali per la modernizzazione delle imprese, con un focus su Industria 4.0.
The document discusses innovation policy to improve societal well-being through technology, processes, and social innovation. It notes that innovation can boost health, sustainability, and competitiveness but requires investment. Regional policies aim to foster innovation by dealing with aging populations, giving regional authorities flexibility, and requiring more sophisticated approaches. The document outlines Puglia's regional strategy for research and innovation including support for cooperation networks, SME aggregation, talent attraction, and research infrastructure agencies. It discusses analyzing barriers like insufficient interactions between demand and supply, and lack of financing continuity. Living labs and public-private partnerships are presented as ways to promote user-driven open innovation.
Smau Firenze 2014 - Laboratorio RIS3: La smart specialisation come strategi...SMAU
The region of the Basque Country in Spain has a long history of developing economic strategies dating back to the 1980s. It was an early pioneer in implementing cluster policies in the 1990s to transform its economy in response to crisis and high unemployment. The cluster policies aimed to construct new competitive advantages by identifying opportunity areas and greatest potential. Over time, the strategies have progressively sought modernization, competitiveness, specialization, diversification and sophistication of the economy based on existing capacities. The evolution of cluster policies is now aligned with EU frameworks like Innovation Union, Smart Specialization and Horizon 2020 to shape strategic partnerships for economic transformation.
Innovation is demand driven. India is not home to any significant global innovation for the obvious reason -there is no demand for innovations in India. There is demand for innovative products/ services and they are met by imports. Preaching to private sector to invest in R&D has become an annual ritual. Declaration like Innovation Decade exposed hollowness of public policy. Will the government walk the talk?
Horizon2020 - SME's and Horizon2020, Steve Bradley, European Commission - 27 ...Invest Northern Ireland
The document discusses the Horizon 2020 program and funding opportunities for small and medium enterprises (SMEs). It outlines the SME Instrument, which provides competitive grants to SMEs for innovation projects. The instrument has three phases - concept assessment, research and development, and commercialization. It also discusses other Horizon 2020 activities for SMEs and how the program aims to better link funded projects with market opportunities and commercialization.
This document discusses a sectoral innovation foresight study conducted as part of the Sectoral Innovation Watch project. The study aimed to explore future developments in nine sectors to identify potential policy issues and challenges. It took a sectoral systems approach, examining each sector as a multidimensional, integrated and dynamic system shaped by various drivers of change. The foresight exercise looked beyond current trends to identify qualitative trend breaks that could lead to different future development paths. Its main objectives were to explore drivers of change, identify key future developments and emerging markets, develop scenario sketches, and highlight future policy issues to enhance sectoral innovation and competitiveness.
Innovation ecosystems in Europe: from science to marketLinkwest Group
The document discusses the European Regional Innovation System (RIS) and key aspects of the EU's approach to regional innovation. It outlines Research and Innovation Strategies for Smart Specialization (RIS3) which focus on identifying regional priorities and building competitive advantages. Different typologies of regional strategies are presented, along with policy instruments like developing industrial zones, providing financial advantages, improving training, and supporting new company creation and science/technology parks to stimulate regional innovation and economic growth.
Hungary aims to increase innovation and reach the EU average innovation performance by the end of the decade. To achieve this, Hungary plans to introduce new collaborative innovation environments including cooperative research centers between universities and industry, university knowledge centers, national technology platforms, innovation clusters, and living labs. Hungary will also support the process from invention to product development through programs like the IDEA Support Program and the Technology Incubator Program, which aims to strengthen business utilization of research through technology incubators and start-up company incubation.
Horizon 2020 - SME Support 2014-2020 - Jean-David Malo - Israel, May 16th 2012ISERD Israel
מצגת בנושא:
SME Measures in Horizon 2020
הועברה ע"י:
Mr. Jean David Malo, Head of Unit Financial Engineering, DG Research and Innovation, European Commission
ביום מידע "מנגנוני הורייזן 2020" לקראת תוכנית המסגרת הבאה למו"פ של האיחוד האירופי שהתקיים במשרדי ISERD 16.5.2012
http://www.leonardo-energy.org/webinar/horizon-2020-sme-instrument
The SME instrument supports close-to-the-market innovation within small and medium sized enterprises (SMEs) and is part of the Horizon2020 framework program for Research and Innovation. The instrument targets highly innovative SMEs with a clear commercial ambition and potential.
The webinar explains which type of projects and applicants should consider applying and focuses on what makes a good project for the SME-instrument. During the webinar, also the application and evaluation process will be addressed and the webinar will conclude with some take home messages for future applicants.
How to harness the national innovation system in tunisia final versionMondher Khanfir
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.
Patacconi perspectives from international organization and private sectors ...Ira Tobing
UNIDO has 20 years of experience developing industrial clusters to integrate suppliers into value chains in a sustainable and inclusive manner. Its cluster development approach focuses on building local institutional and business capacities through training, networking initiatives, and joint actions between cluster stakeholders. The goal is to improve incomes, access to markets, and environmental/social sustainability for firms in clusters. UNIDO has applied this approach across sectors like automotive and agribusiness in countries worldwide, with demonstrated impacts like increased sales, productivity, and compliance with quality and customer requirements for supported companies.
A ppp case to better value knowledge production by mondher khanfirMondher Khanfir
- The document discusses a proposed public-private partnership (PPP) between a private Tunisian business incubator called Wiki Start Up and the public Center of Biotechnologies of Sfax (CBS) to boost innovation.
- Under the PPP, Wiki Start Up would operate CBS's existing business incubator infrastructure and provide business services to startups generated from CBS's research, with the goal of generating more startup projects and investments.
- The PPP aims to have social, economic, and environmental impacts by commercializing publicly-funded research, creating jobs, and focusing on local problems. However, it also carries risks around startup success rates and wage differences between public and private sector employees.
- The proposed P
The Oslo Manual is the international reference guide for collecting and using data on innovation. In this new 4th edition, published in October 2018, the manual has been updated to take into account a broader range of innovation-related phenomena as well as the experience gained from recent rounds of innovation surveys in OECD countries and partner economies and organisations.
Russia is pursuing several approaches to innovation policy including developing a national innovation infrastructure and state science and technology policies. The national innovation infrastructure aims to foster interaction between research institutions and businesses through various programs and initiatives like Skolkovo Innovation Center, universities receiving government support, and special economic zones that provide tax incentives. The state is also working to correct directions in science and technology policy by accelerating applied research, prioritizing breakthrough technologies, and creating a unified research infrastructure. Technology platforms are being established to bring together government, business, and academia to identify innovative challenges and develop strategic research programs. Over 30 technology platforms have been launched covering priority sectors like medicine, IT, energy, and materials.
Nina Mazgan, evaluator for SME Instrument, at Technology Park Ljubljana, presented the SME Instrument with emphasis on the successful project proposal writing.
IEM FörderTechnik GmbH is a company located in Kastl, Germany that specializes in material handling equipment. It provides consulting, engineering, manufacturing, and service for conveyor systems. The company serves various industries including environment, energy, raw materials, and nuclear technology. It has international customers and references in waste recycling plants, power stations, steel plants, and nuclear waste treatment facilities.
A tripod is equipment with three legs that helps support and stabilize a camera when taking photos or shooting video. It keeps the camera still to provide clear, focused shots by taking away any wobble or sway that could occur from holding the camera, especially over long periods of time. Using a tripod also helps when the lens is open for extended times by reducing camera movement for clearer shots.
The annual report of the Financial Services Commission of Mauritius provides the following information:
1) It outlines the key activities and developments of the FSC in 2011, including legislative changes such as the enactment of the Limited Partnerships Act and consultation on new laws like the Private Pension Schemes Bill and Foundations Bill.
2) It discusses the challenges faced by the FSC in 2011 such as a slowing global economy, increasing regulatory standards internationally, and increasing competition from other financial centers. The FSC focused on innovation, effectiveness, and pragmatic regulatory solutions.
3) Statistics and performance indicators for 2011 are provided showing the state of the financial services sector in Mauritius that year.
This document analyzes the SWOT of private sector banks in India. It discusses their evolution since the early 20th century and present scenario. Private banks have strengths like professional manpower, efficiency, and compliance with regulations. Their weaknesses include limited geographic reach and high employee turnover. Opportunities exist in decision making autonomy and technology, while threats include competition from foreign and public sector banks. Specific SWOT analyses are also provided for ICICI Bank, Kotak Bank, and Axis Bank.
La collaborazione tra regioni europee gioca un ruolo chiave nel facilitare l'accesso delle imprese alle catene del valore, che ormai travalicano i confini nazionali. La Commissione Europea supporta attivamente questo processo attraverso strumenti operativi e finanziari mirati. I vari interventi presentano un quadro degli strumenti comunitari e regionali per la modernizzazione delle imprese, con un focus su Industria 4.0.
The document discusses innovation policy to improve societal well-being through technology, processes, and social innovation. It notes that innovation can boost health, sustainability, and competitiveness but requires investment. Regional policies aim to foster innovation by dealing with aging populations, giving regional authorities flexibility, and requiring more sophisticated approaches. The document outlines Puglia's regional strategy for research and innovation including support for cooperation networks, SME aggregation, talent attraction, and research infrastructure agencies. It discusses analyzing barriers like insufficient interactions between demand and supply, and lack of financing continuity. Living labs and public-private partnerships are presented as ways to promote user-driven open innovation.
Smau Firenze 2014 - Laboratorio RIS3: La smart specialisation come strategi...SMAU
The region of the Basque Country in Spain has a long history of developing economic strategies dating back to the 1980s. It was an early pioneer in implementing cluster policies in the 1990s to transform its economy in response to crisis and high unemployment. The cluster policies aimed to construct new competitive advantages by identifying opportunity areas and greatest potential. Over time, the strategies have progressively sought modernization, competitiveness, specialization, diversification and sophistication of the economy based on existing capacities. The evolution of cluster policies is now aligned with EU frameworks like Innovation Union, Smart Specialization and Horizon 2020 to shape strategic partnerships for economic transformation.
Innovation is demand driven. India is not home to any significant global innovation for the obvious reason -there is no demand for innovations in India. There is demand for innovative products/ services and they are met by imports. Preaching to private sector to invest in R&D has become an annual ritual. Declaration like Innovation Decade exposed hollowness of public policy. Will the government walk the talk?
Horizon2020 - SME's and Horizon2020, Steve Bradley, European Commission - 27 ...Invest Northern Ireland
The document discusses the Horizon 2020 program and funding opportunities for small and medium enterprises (SMEs). It outlines the SME Instrument, which provides competitive grants to SMEs for innovation projects. The instrument has three phases - concept assessment, research and development, and commercialization. It also discusses other Horizon 2020 activities for SMEs and how the program aims to better link funded projects with market opportunities and commercialization.
This document discusses a sectoral innovation foresight study conducted as part of the Sectoral Innovation Watch project. The study aimed to explore future developments in nine sectors to identify potential policy issues and challenges. It took a sectoral systems approach, examining each sector as a multidimensional, integrated and dynamic system shaped by various drivers of change. The foresight exercise looked beyond current trends to identify qualitative trend breaks that could lead to different future development paths. Its main objectives were to explore drivers of change, identify key future developments and emerging markets, develop scenario sketches, and highlight future policy issues to enhance sectoral innovation and competitiveness.
Innovation ecosystems in Europe: from science to marketLinkwest Group
The document discusses the European Regional Innovation System (RIS) and key aspects of the EU's approach to regional innovation. It outlines Research and Innovation Strategies for Smart Specialization (RIS3) which focus on identifying regional priorities and building competitive advantages. Different typologies of regional strategies are presented, along with policy instruments like developing industrial zones, providing financial advantages, improving training, and supporting new company creation and science/technology parks to stimulate regional innovation and economic growth.
Hungary aims to increase innovation and reach the EU average innovation performance by the end of the decade. To achieve this, Hungary plans to introduce new collaborative innovation environments including cooperative research centers between universities and industry, university knowledge centers, national technology platforms, innovation clusters, and living labs. Hungary will also support the process from invention to product development through programs like the IDEA Support Program and the Technology Incubator Program, which aims to strengthen business utilization of research through technology incubators and start-up company incubation.
Horizon 2020 - SME Support 2014-2020 - Jean-David Malo - Israel, May 16th 2012ISERD Israel
מצגת בנושא:
SME Measures in Horizon 2020
הועברה ע"י:
Mr. Jean David Malo, Head of Unit Financial Engineering, DG Research and Innovation, European Commission
ביום מידע "מנגנוני הורייזן 2020" לקראת תוכנית המסגרת הבאה למו"פ של האיחוד האירופי שהתקיים במשרדי ISERD 16.5.2012
http://www.leonardo-energy.org/webinar/horizon-2020-sme-instrument
The SME instrument supports close-to-the-market innovation within small and medium sized enterprises (SMEs) and is part of the Horizon2020 framework program for Research and Innovation. The instrument targets highly innovative SMEs with a clear commercial ambition and potential.
The webinar explains which type of projects and applicants should consider applying and focuses on what makes a good project for the SME-instrument. During the webinar, also the application and evaluation process will be addressed and the webinar will conclude with some take home messages for future applicants.
How to harness the national innovation system in tunisia final versionMondher Khanfir
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.
Patacconi perspectives from international organization and private sectors ...Ira Tobing
UNIDO has 20 years of experience developing industrial clusters to integrate suppliers into value chains in a sustainable and inclusive manner. Its cluster development approach focuses on building local institutional and business capacities through training, networking initiatives, and joint actions between cluster stakeholders. The goal is to improve incomes, access to markets, and environmental/social sustainability for firms in clusters. UNIDO has applied this approach across sectors like automotive and agribusiness in countries worldwide, with demonstrated impacts like increased sales, productivity, and compliance with quality and customer requirements for supported companies.
A ppp case to better value knowledge production by mondher khanfirMondher Khanfir
- The document discusses a proposed public-private partnership (PPP) between a private Tunisian business incubator called Wiki Start Up and the public Center of Biotechnologies of Sfax (CBS) to boost innovation.
- Under the PPP, Wiki Start Up would operate CBS's existing business incubator infrastructure and provide business services to startups generated from CBS's research, with the goal of generating more startup projects and investments.
- The PPP aims to have social, economic, and environmental impacts by commercializing publicly-funded research, creating jobs, and focusing on local problems. However, it also carries risks around startup success rates and wage differences between public and private sector employees.
- The proposed P
The Oslo Manual is the international reference guide for collecting and using data on innovation. In this new 4th edition, published in October 2018, the manual has been updated to take into account a broader range of innovation-related phenomena as well as the experience gained from recent rounds of innovation surveys in OECD countries and partner economies and organisations.
Russia is pursuing several approaches to innovation policy including developing a national innovation infrastructure and state science and technology policies. The national innovation infrastructure aims to foster interaction between research institutions and businesses through various programs and initiatives like Skolkovo Innovation Center, universities receiving government support, and special economic zones that provide tax incentives. The state is also working to correct directions in science and technology policy by accelerating applied research, prioritizing breakthrough technologies, and creating a unified research infrastructure. Technology platforms are being established to bring together government, business, and academia to identify innovative challenges and develop strategic research programs. Over 30 technology platforms have been launched covering priority sectors like medicine, IT, energy, and materials.
Nina Mazgan, evaluator for SME Instrument, at Technology Park Ljubljana, presented the SME Instrument with emphasis on the successful project proposal writing.
IEM FörderTechnik GmbH is a company located in Kastl, Germany that specializes in material handling equipment. It provides consulting, engineering, manufacturing, and service for conveyor systems. The company serves various industries including environment, energy, raw materials, and nuclear technology. It has international customers and references in waste recycling plants, power stations, steel plants, and nuclear waste treatment facilities.
A tripod is equipment with three legs that helps support and stabilize a camera when taking photos or shooting video. It keeps the camera still to provide clear, focused shots by taking away any wobble or sway that could occur from holding the camera, especially over long periods of time. Using a tripod also helps when the lens is open for extended times by reducing camera movement for clearer shots.
The annual report of the Financial Services Commission of Mauritius provides the following information:
1) It outlines the key activities and developments of the FSC in 2011, including legislative changes such as the enactment of the Limited Partnerships Act and consultation on new laws like the Private Pension Schemes Bill and Foundations Bill.
2) It discusses the challenges faced by the FSC in 2011 such as a slowing global economy, increasing regulatory standards internationally, and increasing competition from other financial centers. The FSC focused on innovation, effectiveness, and pragmatic regulatory solutions.
3) Statistics and performance indicators for 2011 are provided showing the state of the financial services sector in Mauritius that year.
This document analyzes the SWOT of private sector banks in India. It discusses their evolution since the early 20th century and present scenario. Private banks have strengths like professional manpower, efficiency, and compliance with regulations. Their weaknesses include limited geographic reach and high employee turnover. Opportunities exist in decision making autonomy and technology, while threats include competition from foreign and public sector banks. Specific SWOT analyses are also provided for ICICI Bank, Kotak Bank, and Axis Bank.
El documento describe el abordaje diagnóstico y quirúrgico de la enfermedad arterial periférica en los miembros inferiores. Se presenta el caso de un paciente diabético con isquemia aguda en el pie izquierdo. Se intentó revascularización percutánea y quirúrgica sin éxito. Se discuten las pruebas diagnósticas como la plestigrafía, ecografía Doppler y tomografía computarizada, así como las opciones de tratamiento quirúrgico como profundoplastía, endarterectomía y bypass fem
This document discusses the CAMELS model for analyzing financial institutional risk. CAMELS stands for Capital Adequacy, Asset Quality, Management, Earnings, Liquidity, and Sensitivity to Market Risk. It provides details on each component and what a credit analyst should consider when assigning scores to various ratios and indicators under each category. The analyst should look at regulatory requirements, growth trends, peer comparisons, and other factors. Qualitative management assessments, earnings drivers, liquidity positions, interest rate risks, and external country risks should all be evaluated as part of a comprehensive CAMELS analysis.
The CAMELS rating system is used by US regulators to evaluate the overall condition of banks based on their Capital adequacy, Asset quality, Management, Earnings, Liquidity, and Sensitivity to market risk. It rates banks on a scale of 1 to 5 based on an analysis of their financial statements and on-site examinations, with 1 being the strongest. The ratings are used to determine a bank's stability and identify weaknesses as well as allocate supervisory resources.
CAMELS MODEL Analysis on Banking Sector.Ranga Nathan
The document discusses CAMELS ratings which are used to assess the overall condition of banks. The CAMELS acronym refers to six components evaluated: Capital adequacy, Asset quality, Management, Earnings, Liquidity, and Sensitivity to market risk. Ratings are assigned on a scale of 1 to 5 with 1-2 indicating few supervisory concerns and 3-5 indicating increasing supervisory concerns. The document then provides details on the components of CAMELS ratings and analyzes four Indian banks based on their capital adequacy ratios.
A SWOT analysis identifies an employee's strengths, weaknesses, opportunities, and threats. It is a tool that managers can use to help employees develop their careers by focusing on their talents, minimizing weaknesses, and reducing threats. The document provides examples of what to consider for each component of the SWOT analysis, and emphasizes conducting the analysis and subsequent career discussion with the employee in a sensitive manner focused on their goals.
This document provides information about conducting a SWOT analysis including definitions of its key parts. A SWOT analysis involves analyzing internal strengths and weaknesses as well as external opportunities and threats. It is used as a planning tool to understand these factors for a project, business or organization. The document outlines the steps to conduct a SWOT analysis which are to analyze the internal and external environment, perform the analysis and document it, and prepare action plans. Potential pitfalls and tips for effective SWOT analysis are also discussed.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
The document discusses the economic, social, and geopolitical crises facing Europe in the 21st century and how innovation can help address these challenges. It outlines Europe's policy responses, including strengthening core values, socioeconomic development, and large financial commitments. The document emphasizes activating and reconfiguring regional innovation ecosystems using a Triple Helix approach and smart specialization strategies to identify local competitive advantages. It argues that innovation agents must be stimulated and that knowledge institutions and businesses have untapped potential if properly supported through this process.
Charmes - Measuring innovation in the informal economy, formulating an agendainnovationoecd
This document discusses measuring innovation in the informal economy. It proposes three approaches: 1) adapting formal economy innovation surveys, 2) adding innovation questions to informal economy surveys, and 3) conducting interview-based studies. Two viable options are identified: adding questions to existing informal economy surveys or conducting ad hoc sectoral studies. The document recommends starting with qualitative studies to better understand informal innovation before integrating questions into large-scale surveys. Overall, the goal is to develop a standardized approach to measuring innovation in the informal economy across Africa.
The document outlines Gauteng's innovation strategy, which aims to accelerate innovation in all its forms. It defines innovation broadly, including economic, social, and public innovations. The strategy has three policy objectives: promoting strategic industries and sectors, driving social and public innovation, and enabling effortless communication and access to information. Five initial interventions are proposed: an innovation development office, collaboration networks, innovation incentivization, cluster and precinct management, and smart city support. The strategy emphasizes involving society in innovation through open innovation and community participation.
The document provides an overview of Egypt's innovation ecosystem, including:
1. Models of innovation and a proposed dynamic "coupling model" to analyze Egypt's system.
2. Phases of moving research to market (applied research, prototypes, products) and entities providing funding at each phase, including gaps like lack of prototype funding.
3. Recommendations to address gaps, like new mechanisms for independent researchers and SMEs, and collaboration between government funds.
Ukraine: National Export Strategy Consultation. Innovation - An International...Subhrendu Chatterji
Introductory presentation to Ukranian National Export Strategy consultation participants on concepts re developing an export-oriented national innovation system and policies.
Response to the Consultation on the European Commission’s Green Paper on Cha...IMP³rove Academy
IMP³rove‟s experience with EU and national public funding of R&D, innovation and competitiveness also strongly suggests further developing Innovation Management as a key success factor for achieving the objectives of the Innovation Union.
Please visit https://www.improve-innovation.eu/our-insights to get more insights and studies on innovation management topic.
Technology and Communication Skills: A Platform for Commercialization of Scie...Rinka Sanatan Pramanik
The development of civilization of human being has always been supported by scientific advancement of
that period, be it invention of fire or wheel. Such scientific/technological advancement has played a vital role in
development of civilization. The journey of scientific advancement have endless story of supporting civilization
advancement but the magnitude of its impact remain restricted to handful of people of that locality or close group due
to lack of platform for the dissemination of that critical information. It was main constraint of that age when all important
scientific advancement done by some took unexceptional time to reach to mass and impact their life positively. The
scientific achievements can be evaluated on the basis of its impact on section of society. But counting the number of
people positively impacted by any intervention depend on the platform or medium which is used to reach the mass.
Now a days the integrated approach of scientific community and supporting ecosystem help every stakeholders of the
modern technology and communication skill to reach right people who can help it in scaling up process. Modern system
allows scientific fraternity to get their best idea supported at every step to reach the innovation to maximum people and
utilised optimally.
This document discusses the creation of a collaborative knowledge platform to help implement a regional innovation strategy. The platform aims to overcome obstacles to innovation by confronting different actors' perspectives and helping them reconsider their positions. It will include indicators, dashboards, and analysis from enterprise databases to allow actors to position themselves, clarify problems and solutions, and develop their own innovation steering tools. The goal is to move innovation policy away from a market failure model toward one that views innovation as a social process and creates social value in addition to economic value.
1) The document discusses innovation management techniques (IMTs) that can help companies adapt to the knowledge-driven economy. It analyzes surveys of major actors on their use and perceptions of IMTs.
2) The top IMTs used are project management, business planning, intranets and benchmarking. However, many companies are still not aware of or do not systematically apply IMTs.
3) Challenges to implementing IMTs include resistance to change, lack of funding, and insufficient skills and knowledge about IMTs among staff. Overcoming these obstacles requires establishing an organizational culture that supports innovation.
Innovation Management and the Knowledge - Driven Economyt_final_reportarpadsipos
1) The document discusses innovation management techniques (IMTs) that can help companies adapt to the knowledge-driven economy. It analyzes the main IMTs used, how major actors perceive IMTs, and the roles of different organizations.
2) Some of the key challenges to implementing IMTs are a lack of awareness among companies, resistance to change from staff and management, and budget constraints. Suggestions to address this include promoting an innovation culture in Europe and setting up schemes to disseminate knowledge of IMTs.
3) Major actors like consultancies and business schools could help companies apply IMTs, while governments could provide funding and training to support innovation management. However, more efforts are still needed to motivate companies
Foresight Methods and Practice: Lessons Learned from International Foresight ...Totti Könnölä
This document provides an overview of foresight methods and lessons learned from international foresight exercises. It discusses how foresight can contribute to the entire policy cycle from agenda setting to evaluation. It emphasizes that foresight designs must always be customized and that foresight tools should not be the first step, but should engage stakeholders. Key methods discussed include scenarios, roadmaps, and integrating different foresight techniques. Case studies from Chile and the IMS 2020 project are also summarized.
The Mexico City Roundtable on OECD’s Innovation StrategyMexico Innova
The document summarizes key points from the OECD's Innovation Strategy 2nd Forum on Innovation for Competitiveness. It discusses how the nature of innovation has changed to include more collaboration, social applications, and global networks. It also notes implications for policy, including empowering innovation through education, infrastructure, networking and governance that facilitates local and global knowledge flows. Concluding remarks emphasize relevance for Mexico in governance, globalization, entrepreneurship and education.
Horizon 2020 for SMEs - ttopstart, the Horizon 2020 expertsttopstart B.V.
Horizon 2020 is the foremost non-dilutive funding opportunity for research-intensive industry to finance and accelerate research and innovation activities. The aim of Horizon 2020 is to advance scientific knowledge and discovery, while securing Europe’s growth and global competitiveness through stronger involvement of industry and in particular SMEs.
Cluster initiatives and state-wide networks have often
and successfully proven that they can serve as excellent
platforms that facilitate joint innovations between the stakeholders. Nonetheless, there is still a huge potential
in the cluster initiatives and state-wide networks that could be used for an increased and more intense promotion of innovations and product developments – together with the cluster and network stakeholders. Especially with respect to joint innovations,
meaning the joint development of new products, services
or processes, the cluster and network management
teams can provide.
Report on the Tunisian national innovation systemMondher Khanfir
This report is based on a master set of data and observations compiled by the author , as an expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The main documentary sources mentioned in this report and attached in the annex, include research studies, academic and grey literature, numerous exchanges with key players in the innovation ecosystem in Tunisia, with no formal interviews. The qualitative and quantitative information collected in this report has been confronted and analysed through a dialogue with the main stakeholders, in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop action plans to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region has been approved as a key initiative that will provide guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
1. Innovation is important for companies to survive as competitors will develop new products that change the competitive landscape. Businesses must adapt and evolve.
2. Innovation has been studied across disciplines like economics, business management, and organizational behavior to understand how science and technology impact economic growth. Studies examined knowledge generation, development of products/processes, and commercialization.
3. The innovation process involves an economic perspective, business strategy perspective, and examining internal organizational activities and individuals who are key to defining problems and having ideas that lead to innovations.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
In the context of regional development, there is increasing interest in identifying industrial transformation processes that lead to the emergence of new clusters. This demand is further fu-elled by the concept of Smart Specialisation (S3), which concentrates its approach on transformative activities. Without doubt, traditional cluster mapping can be considered to be an important tool for the identification and monitoring of (existing) clusters but it often fails to identify new clusters that emerge as a result of industrial transformation processes. Conventional statistical approaches provide limited information about these emerging clusters. This is because they are based on statistics, which reflect the present situation or the recent past but do not provide information about the future. This paper introduces a new approach to predicting emerging clusters more effectively through the regional mapping and clustering of applied R&D activities. The methodology is based on the assumption that if a critical mass of regional actors independently invests in a same new area, with the objective of developing new products, technologies and services with high cross-sectoral innovation potential, this will likely lead to an emerging industry and the formation of a new cluster-once these products and technologies are successfully commercialised. The paper successfully verifies this approach by considering e-mobility cluster development in Germany. It also shows where traditional automotive clusters are transforming and becoming e-mobility clusters .
Cluster Initiativen als Schrittmacher regionaler InnovationsentwicklungenGerd Meier zu Koecker
Aus Sicht der Akteure, die regionale Innovationsstrategien
vorantreiben wollen, existieren drei wesentliche Barrieren:
• Mangelndes Bewusstsein für die Notwendigkeit regionaler
Innovationsstrategien. Die Wirtschaft in Baden-
Württemberg entwickelt sich seit Jahren überaus
erfreulich; die Unternehmen können den nationalen
und internationalen Bedarf kaum decken. In solchen
Boom-Zeiten ist es schwierig, den regionalen Akteuren
zu vermitteln, warum regionale Entwicklungskonzepte
für eine nachhaltige wirtschaftliche Entwicklung
notwendig sind. Außerdem ist die Thematik für manche
Akteure noch vergleichsweise neu oder lässt sich
zum Tagesgeschäft dazu nicht verfolgen.
• Das fehlende Wissen, wie regionale Innovationskonzepte
entwickelt werden sollen. Da die Entwicklung
von regionalen Innovationsstrategien zur Steigerung
der Innovations- und Wettbewerbsfähigkeit bisher in
der Regel nicht im Verantwortungsbereich der regionalen
Akteure lag, existiert ein vergleichsweise geringes
Wissen, wie dieser Prozess zu gestalten ist und wie
die Ergebnisse in der Region zu kommunizieren sind.
• Fehlende Instrumente für die Konzeption und Implementierung
regionaler Innovationsstrategien.
Die zukünftige Herausforderung besteht also darin, diese
Barrieren und Unsicherheiten der potenziellen Akteure,
die für die Entwicklung und Umsetzung von derartigen
regionalen Entwicklungskonzepten im Sinne eines kontinuierlichen
regionalen Verbesserungsprozesses zuständig
sind, zu beseitigen.
Die Studie zeigt, welche Rolle Cluster Initiativen in diesem Kontext spielen können
10 YEARS CLUSTER MANAGEMENT EXCELLENCE
IN THE DANUBE REGION
Pan-European Snapshot of the Current Status of Cluster
Management Excellence in Europe
Excellent cluster management is crucial for maximizing the benefits that can be achieved through cluster initiatives in their efforts to support industry, research, and education in the regions. In parallel, these strategic cluster activities support public authorities in their regional development efforts focusing on im-provements in competitiveness.
Over the last 10 years, Cluster Management Excellence has moved up the policy agenda: Initially, most cluster programmes within the European Union paid dedicated attention to funding cluster (management) organisations due to their important role as drivers of innovation within the clusters (or within the regional networks). Funding of such cluster management organisations mainly meant financing the corresponding staff and related infrastructure. In general, key programme objectives were to strengthen the capacities of cluster management organisations. This approach has worked fairly well for many years now. However, when Cluster Management Excellence gained increasing relevance in all political discussions, new approaches were needed to better support cluster management organisations striving for excellence
1) The document analyzes the bio-based packaging sector across the Danube Region through a cluster mapping approach. It identifies over 450,000 employees in the region working in bio-based packaging, representing around 27% of total European employment in the sector.
2) The cluster mapping divides the bio-based packaging value chain into key nodes like cultivation, production, and processing. It then categorizes over 300 companies in the region according to their node and industry classification. Around 40% of companies operate in plastic packaging manufacturing.
3) While the Danube Region represents a sizable share of European bio-based packaging employment and firms, its performance is mixed compared to Europe. Employment declined 4.6% since 2008 versus
The Eco-construction sector in the Danube Region
employs more than 1.2 million workers. The findings
of the previous chapters illustrate that this region
belongs, besides the Baltic and the South-western
European region (South-west France, Portugal and
Spain), to the front-runners in the Eco-construction
sector. Especially regions in Romania and Serbia,
but also in Bosnia and Herzegovina and Bulgaria,
show strong economic data in different categories. More than 1250 high growth enterprises (Gazelles)
are located in the Danube Region.
There are many cluster initiatives in the field of
Eco-Construction, many of them well established
and have a good critical mass.
The previous results have shown that the Danube
Region has developed to become a hot spot
in the field of Phytopharma. Besides European
frontrunner regions, like Praha region, many
others show strong indicators in terms employ-
ment, number of enterprises, fast growing firms
(Gazelles), or terms of regional specialisation. 50 %
of all European regions with two or more Cluster
Stars are located in the Danube Region. 44 % of
all European workers in the Phytopharmaceutical
industry are employed by enterprises coming from
this region. All these figures provide good evidence for the economic strength of the Danube Region.
Table 7 (s. Appendix) provides more information
about the strongest regions in this sector. Despite
of the significant industrial agglomerations in
the Phytopharmaceutical sector in the Danube
Region shown by this report, only a small number
of cluster initiatives exist. They can be character-
ised to be comparable small in terms of size and
young in terms of cluster management experi-
ence. In Appendix II the most relevant cluster initi-
atives are listed.
This discussion paper explores the role clusters, cluster initiatives and cluster organisations can play in the context of facilitating entrepreneurship within emerging industries. For the pupose of this paper clusters are understood as regional ecosystems of related industries represented through a group of firms, related economic actors and institutions that are located near each other and have reached a sufficient scale to develop specialised expertise etc. Cluster initiatives are organised efforts to support the competitiveness of a cluster and thus consist of practical actions related to the capacity of these clusters to self-organise and increasingly to pro-actively shape the future of the cluster. They usually follow a bottom-up approach, are implemented through a competitive process, and are often managed by specialised intermediaries, such as cluster organisations. Cluster organisations are the legal enti-ties that support the strengthening of collaboration, networking and learning in clusters, and act as innovation support providers by providing or channelling specialised and customised business support services to stimulate innovation activities, especially in SMEs. They are usually the actors that facilitate strategic partnering across clusters.1 Emerging industries can be understood as either new industrial sectors or existing industrial sectors that are evolving or merging into new industries. They are defined as “the establishment of an entirely new industrial value chain, or the radical reconfiguration of an existing one, driven by a disruptive idea (or convergence of ideas).
This discussion paper puts clusters and in particular cluster initiatives and cluster organisations into the spotlight as they constitute the players in the cluster ecosystem through which such an access can be provided.
The present discussion paper, serves to initiate a debate on the current and future role of clusters and cluster organisations in connection with skills development with a special focus on emerging indus-tries.
In recent years, “the cluster and skills” topic gained increasing importance among policy makers in Europe, notably in the context of the New skills Agenda, the Blueprint for sectoral cooperation on skills, Sector Skills Alliance under ERASMUS+, the Digital Skills and Jobs Coalition etc 1. As this paper will show, numerous cluster organisations have initiated actions related to education and training. The rationale for this trend is the emergence of new industries and increasing technological convergence which leads to continuously change of workforce skills by industry. The ongoing discussions point out that much more clarity is needed on how current training efforts are embedded in cluster development and by whom these measures can be implemented best. Also, more insights on what kind of role clus-ter organisations can or should play to assure that workforce skills match the ongoing needs of indus-try, markets, and society are required.
StressTesting Regional Approaches Conducive to Implement S3 through ClustersGerd Meier zu Koecker
The present Policy Report summarises the findings of the 11 Apline regions’ StressTest reports and provides reflections how to make more use of cluster-based approaches in mplementing S3 in practice.
The Interplay between S3 and Clusters - StressTesting Regional Approaches Con...Gerd Meier zu Koecker
Most European Union (EU) regions have developed Smart Specialisation Strategies (S3) as integrated part of their regional innovation strategies. The challenge is to implement S3 through clusters in order to gain sustainable and inclusive growth while generating critical mass of economically viable activities. StressTesting these approaches reveals value insights that go beyond existing knowledge and stimulates policy learning.
The presentation summarises the findings of 11 Alpine Region StressTest exercises and provides reflections how to make more use of cluster-based approaches in implementing S3
Do we need cluster in a digitalized world? What added value can they provide to SMEs? what do they already do? The presentation introduces in the topic of "clusters & digitalization" and provides good practices from Baden-Württemberg how cluster managements can help SMEs to better digitalize.
This report identifies potential synergies among the smart specialization strategies (S3) of 11 regions in the Alpine Space that are partners in the S3-4AlpClusters project. It analyzes data on the partners' priority areas and industries. Key findings include:
- The partners' regions differ significantly in size, clusters, specializations, and innovation investments.
- Priority areas of focus include ICT, environment/energy, agrifood, life sciences, and manufacturing.
- More work is needed to understand market potential and facilitate cross-regional linkages to achieve critical mass.
- Cross-regional workshops could help initiate interactions between actors in different regions.
This document discusses sustainable financing options for cluster initiatives. It begins by outlining the typical financing structure in Europe, which includes baseline public support, membership fees, and EU project funding. It then examines a case study of an aviation cluster that lost public funding and had to transition to new sources. These included increasing membership fees, providing new fee-based services, and partnering with other organizations. The document also analyzes factors that influence financing like acquiring new members and clients, modifying fees, and developing various fee and non-fee services. Overall it promotes moving from sole public funding toward more diverse and sustainable sources like strategic projects and international initiatives driven by member demand.
The Alpine Macro Region is one of European Innovation Hotspots, especially in the field of Eco Innovation. However, cross-regional cooperation is still an exception
Cluster are going to play an important role in regional development, coordination and strategy development. There are plenty of upcoming financing opportunities to cluster organizations to play a more important role. Cluster initiatives from Danube Region shall not miss this opportunity
The management of cluster A1 carried out a so-called impact
analysis in co-operation with the Institute for Innovation and
Technology (iit) in April/May 2012. The objective of the investigations
was to find out in which fields and to which extent the
players of cluster A had particularly profited from the networking
and in which fields the members’ requirements, especially
those of the enterprises, could eventually not have been met.
The results of the study clearly show that the enterprises in cluster
A have generally been able to benefit well or even very well
from the net-working activities.
Equally important is the fact that the surveyed enterprises had
achieved excellent effects specifically in those fields that had
been considered particularly important for a large number of
cluster participants.
This fact illustrates that the management of cluster A had predominantly
focused its activities on the fields of high priority
and has been able to achieve very positive effects.
In the context of limited resources available to the cluster
management organisation, this finding is of high relevance.
The performance of the enterprises involved in cluster A can be
described as good.
At least half of the network’s players range above the general
industry average regarding typical indicators like turnover or
productivity.
The impact analysis shows that public investments generally
result in monetary benefits for the companies involved in a
cluster initiative. The monetary effect (output) hereby has turned
out to be larger than the public sector invest-ments (input)
made over the same period of time. The output/input leverage
amounts to 2.3. Thus, each euro invested to the cluster by
public authorities generates a monetary benefit of EUR 2.3
which is an encouraging result.
The overall analysis revealed that the sum of monetary effects
had been larger than the total number of investments made by
the public and private sector (the output-input-rate amounts
to 1.3).
This result can in fact be interpreted as consolidated legitimization to public investments in recent years.
Forschungsatlas Elektromobilität - Prioritäre Forschungsthemen und regionale ...Gerd Meier zu Koecker
Vor dem Hintergrund der künftigen Bedeutung von Elektromobilität für den Industriestandort Deutschland ist es nicht verwunderlich, dass sich Wissenschaft, Wirtschaft und Politik seit Jahren in diesem Thema engagieren. Allein die Bundesregierung hat in den vergangenen Jahren mehr als 1.3 Mrd. € in Forschung, Bildung und Innovation investiert. Gleichzeitig hat die Industrie ebenfalls in mindestens gleicher Größenordnung investiert. Diese Zahlen zeigen, dass die Elektromobilität ein wichtiges Forschungsfeld
in Deutschland darstellt.
Gleichzeitig haben sich über die Jahre in verschiedenen Bereichen in Deutschland erste Anzeichen einer regionalen
Spezialisierung gezeigt. So spezialisieren sich die Akteure in
Berlin / Brandenburg und in der Region Rhein-Ruhr auf „Mobilitätskonzepte“, während die klassischen Automobilstandorte vor allem in den Bereichen „Produktion und Fertigung“ sowie „Fahrzeuge / Fahrzeugkomponenten“ aktiv sind. Niedersachsen und Dresden fokussieren sich auf den Bereich „Laden und Speichern“. In Sachsen sind besonders viele Forschungsaktivitäten im Bereich „Hybridbusse“ zu verzeichnen. Der Forschungsatlas gibt hier einen umfassenden Überblick.
Cluster funding in Germany has a long tradition, on Federal State as well as on Federal Level. The graphs displays the most relevant cluster and network support schemes over the last 15 years
Implementation RIS3 through Clusters - New Role of Clusters in Regional Devel...Gerd Meier zu Koecker
In recent years, cluster policy has gained increased importance in improving the competitiveness of local industries and in facilitating industrial transformation processes. The majority of European regions has developed regional Smart Specialisation Strategies (S3) to stimulate more strategic and more focused investments in the regions to create more jobs and economic growth. These growth strategies, based on clusters in the respective regions, demand comprehensive efforts for mobilising resources for accelerating innovation and industrial transformation efforts. Regions are a driving force in this endeavour, as favourable place-based business conditions are making a difference to incentivise actors in the real economy, notably small and medium-sized enterprises (SMEs). Industrial transformation is a significant challenge for regional policy makers to adapt existing cluster policies accordingly. Requirements for enterprises, clusters as well as for cluster policy are changing dramatically. The challenge is to implement S3 through clusters to gain sustainable and inclusive growth. Not much experiences exist due to a lack of knowledge about S3 in other regions.
The presentation shows new ways how to make better use of clusters and how to measure the systematic of the related approach.
Smart Diversification of enterprises through cluster organizationsGerd Meier zu Koecker
Cluster initiatives can serve as think tanks to help companies strategically differentiate themselves. They bring together stakeholders along the value chain who can collaborate on new opportunities. Strategic differentiation is challenging as global competition has increased and customer needs have evolved. In the past, technological superiority provided differentiation, but customers now expect products and services to be high quality and trigger emotions. Successful innovations integrate diverse aspects like technology, marketing, design and sales. Cluster initiatives can initiate cross-industry projects to help companies explore new opportunities beyond their core competencies. This allows companies to strategically position themselves ahead of competitors through new products, services, business models or ways of using resources.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
3. 1
Table of Contents
Preface............................................................................................................................. 2
1 The Concept of National Innovation Systems....................................................... 4
2 Scope and Methodology of the ANIS Approach ................................................... 6
2.1 The Three-level Hierarchy................................................................................. 6
2.2 Expert Opinion Survey (EOS) ........................................................................... 8
2.3 The Indicator Approach..................................................................................... 9
2.4 The Comparative Portfolio .............................................................................. 10
2.5 Data Generation.............................................................................................. 10
3 Mauritius’s Economic & Innovation Background ............................................... 11
4 Assessment Results for Mauritius ....................................................................... 15
4.1 Macro-level: Innovation Policy Level............................................................... 15
4.2 Meso-level: Institutional Innovation Support ................................................... 16
4.3 Meso-level: Programmatic Innovation Support............................................... 18
4.4 Micro-level: Innovation Capacity Level ........................................................... 19
5 Scope of Intervention............................................................................................. 21
5.1 Recommendations for Policy Interventions to Strengthening the
Entire Mauritian Innovation System (Focus on Knowledge-based
Industries)........................................................................................................ 22
References .................................................................................................................... 26
4. 2
Preface
As a result of accelerated globalisation and the advancement of high-technology, world-wide
competition has risen to new heights. Growth – perhaps even survival – depends even more on
innovation than ever. Nowadays, innovation is no longer mainly about science and technology.
Industry today has to innovate in other ways since innovation is increasingly driven by co-creation,
user involvement as well as by environmental and societal challenges. Key enabling technologies
open a completely new dimension of functional attribution of products and processes. Collaborative
global networking and new public private partnerships are becoming crucial elements in companies’
innovation processes.
Existing and well-functioning regional or national innovation systems designed to support science-
and technology-based innovation have to be further developed in order to be able to meet new
challenges from emerging global markets for technology and new forms of global knowledge-
sharing. Across all countries, governments have recently been involved in research and education;
hence a need for new knowledge and new business skills will also have to be in the focus of
governmental interest. Governments have constantly been called upon to react accordingly and to
adopt innovation-friendly framework conditions. New policy tools have been created to be able to
better meet this challenge.
The regional dimension has also become of increasing significance. Nowadays, regions have come
up with own innovation strategies considering the individual regional strengths instead of spreading
public investments thinly across several frontier technology research fields and, as a consequence,
not making much of an impact.
Innovation policy has to acknowledge that traditional boundaries between manufacturing and
services are increasingly being blurred. The success of manufacturing depends, for instance, very
much on innovative services, such as design, marketing and logistics as well as on product related
after-sales services, and vice versa. More and more service providers are manufacturing goods
that build upon or are related to their service portfolio or distribution channels. But regional and
industrial development policies and tools are still not sufficiently taking account of these changes.
Service innovation is in fact a driver for growth and structural change across the entire economy. It
helps to make the entire economy more productive and provides fuel for innovation in other
industries. It even has the potential to create new growth poles and to lead markets that have a
macro-economic impact.
The so called systematic innovation policy approach, which has recently been introduced in many
industrialised countries, is based on the assumption that an effective innovation policy has to
improve all determinants that influence a given sector-specific innovation system.
The indicator-based Analysis of National Innovation Systems Approach (ANIS), developed by the
Institute for Innovation and Technology (iit Berlin) includes a comprehensive examination and
evaluation of the status of national innovation systems. It is mainly intended for emerging and
developing countries for which standard innovation benchmarking and monitoring approaches
might not be sufficient as statistical data is often missing or outdated. Policy-makers of these
countries can benefit from clear advice on how to overcome weaknesses within their national
innovation system and to identify determinants of specific relevance.
iit Berlin is convinced that the ANIS approach will serve as a fact-based platform initiating
discussions on how to improve innovation capabilities and competitiveness.
The conduction of this specific ANIS study on Mauritius would not have been possible without the
support of the Prof. Dhanjay Jhurry (Head, ANDI Centre of Excellence for Biomedical and
5. 3
Biomaterials Research) and his team. We are therefore very grateful to them for making this project
a success. The authors also thank the Financial Secretary, the MoFED, the Ministry of Tertiary
Education, Science, Research and Technology as well as the European Union Delegation.
Berlin, March 2015
Dr. Gerd Meier zu Köcker
Director Institute for Innovation and Technology, Berlin
6. 4
1 The Concept of National Innovation Systems
Innovation may be considered as one of the main drivers for economic competitiveness, growth
and wealth creation. Therefore, innovation policy has become an important part of economic
policy. The design of suitable framework conditions for innovation reflected by the maturity level
of an innovation system (at national, local or sector level) has been given high priority worldwide.
Looking back in the past, innovation has been generated differently than today. One of the first
(conceptual) frameworks developed for understanding the relation of science and technology
within an economy has been the linear model of innovation.
This model is based on the assumption that innovation starts with basic research, followed by
applied research and development, and ends with production and diffusion. The precise source of
the model remains nebulous, having never been documented. This model taken for granted,
research activities have completely been disconnected from market demands. Once a new idea
has been considered to be promising, additional developing activities were conducted to further
develop the idea towards a prototype. In a next step, the prototype has been further developed
into a commercial product. Once the product or technology has reached maturity, the inventors
started to elaborate a commercialisation strategy for the respective product or technology. It was
the time of the creation of the term “technology transfer”.
Numerous technologies and products have been created by inventors and had then to be
launched on the market. The majority of inventions has however never been commercialised,
since the functional attribution did not correspond with the market demands, or simply due to a
lacking or inadequate market need.
In the emerging new nature of innovation, multi-faceted skills are required for solving complex
challenges. They are needed to support the development of partnerships and collaborative
networks as well as the creation of symbiotic relationships among transnational companies,
micro-companies and public institutions.
External sources have always been prevalent in the ranking of the most significant sources of
ideas. Thus, they also included a substantial portion of the overall quantity of ideas and industrial
stakeholders have started to react accordingly. Today, companies have become more open,
transparent and engaged in a dialogue with their customers, providing them access to more
information, sharing risks with them, and involving individual customers in their innovation
process. Besides the fact of a closer collaboration with customers and users in entirely new ways,
the conditions of business culture and company skills have changed, too.
The following definitions may help to clarify the concept of innovation and innovation systems:
Innovation may be defined as new solutions adding value to both,
customers and firms (Nordic Innovation Monitor, 2009). One
distinguishes between incremental innovations (e.g. further development
of existing products and technologies, often realised by SME without
involving any R&D institutions) and radical innovations (completely new
solutions, technologies or products not yet available on the market,
usually involving R&D institutions).
A national innovation system may be defined as “a network of institutions
in public and private sectors whose activities and interactions initiate,
import, modify and diffuse new technologies” (Freeman in OECD 1997,
p. 10). The main elements of innovation systems are education and
7. 5
research institutes, firms, industrial parks, incubators, governmental
institutions. The maturity of an innovation system depends on how these
actors are coordinated.
Innovation policy may be defined as the creation of framework conditions
aiming at supporting innovation capabilities of companies and public
entities (OECD, 1997).
Hence, an innovation system describes the relations between the actors of the different levels of an
economy. For an effective innovation system, it is crucial that all “parts” of the system, i.e. policy-
makers (those that set the framework conditions under which innovation can develop), innovation
supporters (those that support research and development activities, and innovation producers
(those that invent, build and sell), cooperate, communicate, create, exchange and transfer
knowledge, and thus support dissemination and market penetration of new products and services.
Hence, the economic and institutional regime, the information and communications infrastructure,
and education are the key enablers of the innovation climate (World Bank 2010). A well-functioning
innovation system can influence the country’s economy in a positive way (OECD 1997).
The number of theoretical models, reports and analyses of innovation systems has been increasing
since the beginning of the 21
st
century. Due to the various factors impacting national innovation
capacities, the assessment of a country’s innovation system remains a challenging exercise.
For years, economists have tried to identify the reasons leading to the nations’ competitiveness
and growth, and as a consequence, many reports on innovation systems have been generated.
Despite the high quality of these reports which describe the essential features of an innovation
system and summarise its main strengths and weaknesses, the benefits in terms of usable results
have unfortunately only been limited. Policy makers, especially in emerging and developing
countries, usually look for well-structured descriptions of an NIS and clear recommendations of
how to improve the functionality of an NIS including a description of specific measures. They are
rather not interested in receiving scientific models of the functionality of an NIS or how the single
actors are linked. As far as embryonic or not well established NIS were analysed, they were mainly
compared to those that are matured. As a consequence plenty of weaknesses were found and
recommendations were derived from only from the discovered weaknesses. Often, policy makers
are confused, rather than getting a clear guideline on how to start corrective actions. Such reports
have often failed to provide clear information or recommendations how to start and how to gain a
high leverage effect (especially when public investments were limited).
Instead of receiving mere scientific models of innovation systems, policy-makers – especially in
emerging and developing countries – look for descriptions of an innovation system and clear
recommendations on how to improve the functionality of their concept, including a description of
specific measures. The ANIS (Analysis of National Innovations Systems) approach aims at filling
this gap.
8. 6
2 Scope and Methodology of the ANIS Approach
The aim of the following analysis within the ANIS framework is to provide a screening of the current
status of the Mauritian innovation system. Besides assessing and benchmarking important
determinants of the innovation system, policy-makers are often interested in receiving guidance for
action. Therefore, the ANIS report provides comprehensive recommendations for improvement. At
the end of the report, after a presentation of the key results, areas for policy interventions are
pointed out. These areas may range from those having a high impact on the national innovation
system to those that do not require large public investments or political intervention for a successful
implementation. In the following, the methodology of the ANIS approach is presented first in order
to give an overview of its core elements.
The major objectives of the ANIS studies are:
Analysis of existing literature regarding the specific innovation system
Conducting of interviews with experts regarding the specific innovation system
Evaluation and measuring of the outcomes
Identification of determinants that have a high impact, but cause only little costs
Formulation of recommendations on how to improve the prioritised determinants
2.1 The Three-level Hierarchy
The study provides an indicator-based assessment of many different determinants, of which each
does reflect an aspect of the complex innovation system. The determinants may be grouped
according to a three-level hierarchy which includes the macro-, meso- and micro-level.
Fehler! Verweisquelle konnte nicht gefunden werden. describes the different dimensions and
its actors.
Macro-level
Innovation Policy Level
Meso-level
Institutional Innovation Support Level
Programmatic Innovation Support Level
Micro-level
Innovation Capacity Level
Macro-level – Innovation Policy Level
In the macro dimension, national and regional innovation policies influence the framework
conditions of an innovation system directly. At that level, laws, decrees and regulations, etc. may
often be ground breaking, in a positive but also in a negative way. Public investment in innovations
directly relies on decisions made at policy level. However, such political decisions may only
influence the framework conditions for innovation and might not lead to a conversion of innovations
into marketable products.
Meso-level – Institutional Innovation Support Level
Institutions operating at meso-level are typically technology transfer centres, clusters, innovation
service providers and funding agencies. They may be considered as the relevant tools to put any
9. 7
political decision regarding innovation into practice. In emerging countries such institutions are
often publicly owned. They mainly aim at fostering the stakeholders’ competitiveness and capability
to innovate. Rather than setting up programmes to support innovation, those institutions usually
provide in-kind contributions such as training, consultation, conducting applied R&D or product
improvement. These institutions remain a key instrument for improving and encouraging the
innovation capabilities of firms, especially in countries where public investment is limited.
Meso-level – Programmatic Innovation Support Level
Programmatic innovation support includes public funding programmes and initiatives which aim to
put innovation policy into practice. This represents the second pillar in improving the innovation
capabilities of stakeholders in an innovation system. Such programmes might be managed either
by policy-makers or by innovation support institutions. Any measures at this level would require
significant public investments.
Micro-level – Innovation Capacity Level
The micro-level provides an umbrella for the main actors and enablers within an innovation system
such as SMEs, entrepreneurs, universities, public or private R&D institutions, innovators or
financial organisations.
Level Actors Functionality within a NIS
Macro Policy Public authorities, policy-makers Governing and setting up framework
conditions of an innovation system
Meso Institutional
innovation support
Programmatic
innovation support
Institutional innovation support
organisations or publicly funded
initiatives/programmes
Institutions and initiatives are tools to put
innovation policies into practice
Micro Innovation capacity Firms, academia, educational
institutions, etc.
Main beneficiaries of support measures
and main producers of knowledge,
innovation, technologies, products
Table 1: Levels and actors within a national innovation system
As shown in Figure 1 the ANIS approach is based on the assumption that an innovation system is
mainly influenced by 30 determinants
1
, each of which reflects an aspect of the complex reality of
the innovation system. These determinants are of dedicated interest for our analyses since all of
them directly influence the efficiency of an innovation system. They can be influenced and
improved by appropriate measures.
1
We are aware of the fact that an innovation system is also influenced by external determinants from outside the country.
However, as these determinants need a different approach of adjustment, they are not regarded in our analysis.
10. 8
Figure 1: Main determinants of a national innovation system
A comparison between the determinants of these different levels allows the identification of key
policy areas requiring a potential intervention to strengthen the innovation system. All determinants
within the three different levels can directly be addressed by different measures. Some of them
may be addressed in short-term and with low efforts, others may need long periods of time for the
implementation of improvements, combined with significant investments. Improving a certain
determinant can have manifold positive impacts.
In order to assess the stage of development of all determinants, we have designed questions
(Expert Opinion Survey) for characterising the 30 determinants accordingly. The onsite
assessments are done by national experts, coordinated and moderated by the authors as
explained below.
2.2 Expert Opinion Survey (EOS)
The model used draws on a wide range of data from the Expert Opinion Survey (EOS). The EOS
meets the need for up-to-date and far-reaching data, providing valuable qualitative information for
which hard data sources are scarce or non-existent. The survey is completed by at least 48
national experts. We have asked the experts to provide their opinions on various aspects of
innovation and the innovation environment in which they operate. The data gathered thus provide a
unique source of insight and a qualitative portrait of a nation’s innovation concept.
The questions in the study follow a structure asking the interviewees to evaluate, on a scale of 1 to
4, the current conditions of their particular innovation environment they are operating in. At one end
of the scale, value 1 represents the worst possible operating condition or situation and at the other
end of the scale, value 4 represents the best conditions. Thus, the interviews consist of questions
describing a situation and environment within a well-established innovation system (positive
1 National Innovation
Policy
2 Regional Innovation
Policies
5 Foresight R&D
Agenda
3 Master Plans
6 Cluster Policy
4 Training & Education
8 Technology Transfer
Centres
9 Technology Parks
14 Funding Agencies
11 Clusters
13 Innovation Service
Providers
12 Business
Promotion Agencies
15 STI Funding
Schemes
16 Fundamental R&D
Programmes
20 Entrepreneurial
Support
17 Applied R&D
Programmes
18 Joint Funding
Schemes
21 Cluster
Development
Programmes
23 Universities
24 Institutions for
Fundamental R&D
10 Incubators 25 Private R&D
Institutions
28 Entrepreneurs
26 Innovators
29 SMEs
Policy
Level
Institutional
Innovation Support Level
Programmatic Innovation
Support Level
30 Large Companies7 Innovation Friendly
Regulations
27 Private Investors
19 Accompanying
Measures to
Support STI
22 Internationalisation
Support
Innovation Capacity
Level
11. 9
statement) and a contradicting statement (negative statement). The experts are asked to give their
opinion on whether they
fully agree with the positive statement (4 points),
partly agree with the positive statement (3 points),
partly agree with the negative statement (2 points),
fully agree with the negative statement (1 point), or to give
a statement that this issue does not exist at all (0 points).
It is also allowed to leave out certain questions if the expert is not able to answer. The experts are
classified according to their relationship to and responsibility for the four different levels of the
innovation system (macro-, meso-institutional, meso-programmatic, micro-).
In the following, the main findings from the EOS conducted in Mauritius are described, based on
the assessed 30 determinants, and analysed in total.
The experts consulted in the context of the present study have been identified by the local partner
CBBR. The interviews have been carried out on the basis of the Expert Opinion Survey in English.
2.3 The Indicator Approach
The ANIS approach fits into the new tradition of indicator-based studies relying on quantitative data
generated by the evaluation of expert interviews. Such an approach differs from traditional
benchmarking studies on innovation performance. The Global Competitiveness Report, the
European Scoreboard and the Nordic Innovation Monitor are excellent approaches for measuring
or benchmarking innovation-related performance indicators. However, since the statistical base of
emerging and developing countries is often insufficient, the Nordic Innovation Monitor is rather
intended for well-matured economies than for developing or emerging countries’ issues. The Global
Competitiveness Report uses a mix of statistical data and expert interviews. However, since it
focuses on the competitiveness of nations, the issue of innovation is not sufficiently targeted.
Therefore, the Institute for Innovation and Technology (iit) has developed the ANIS approach.
Based on the findings of the questionnaire and on the evaluation of the questions, we have then
calculated the appropriate indicators for the respective determinants (see Figure 1). A scale with
the following indicators has been designed:
Indicator “1” represents the determinant under worst operating conditions or in the worst
possible situation, emphasising that it is poorly developed or non-existent.
Indicator “2” means that a determinant basically exists and has shown first positive
impacts. Nevertheless, there is a strong need to improve its efficiency or functionality.
Indicator “3” means that a determinant is mature and has shown positive impact on the
performance of an innovation system over a long period of time. Nevertheless, there is
still room for further improvement to reach excellent performance.
Indicator “4” corresponds to the determinant which under its best operating condition.
Although improvements might still be possible, this determinant has proved to be
strongly developed and well-performing over a long period of time.
Indicator values above 3 usually apply to well-developed industrial countries where all determinants
are well-established and efficient, even though some are performing better than others.
12. 10
Values between 1.5 and 2.5 indicate that the determinant already exists, but needs to be further
developed. Values below 1.5 mean that a specific determinant may exist, but is not yet operational.
2.4 The Comparative Portfolio
The comparative portfolio is an integrated element of the ANIS approach. It consists of the
corresponding data of countries having similar comparative economies. According to the Global
Competitiveness Report (GCR) of 2014-2015
2
Mauritius belongs to an economy, which is in the
transition between an efficiency and innovation-driven economy. The GCR defines three different
stages of economies. These are
factor-driven economy (stage 1),
efficiency-driven economy (stage 2),
innovation-driven economy (stage 3).
According to the GCR, the efficiency-driven countries are characterised through products with
better quality, mainly due to more efficient production processes. Economic advancement is
achieved through “higher education and training […], efficient goods markets […], well-functioning
labour markets […], developed financial markets […], the ability to harness the benefits of existing
technologies […], and a large domestic or foreign market […]” (Schwab 2010, p. 9).
In the present study, the determinants of the Mauritian innovation system are benchmarked against
the data of efficiency-driven economies (Egypt, Guatemala, Indonesia, Namibia, etc.) and
economies in the transition between efficiency and innovation-driven economies (like Hungary).
According to the GCR report 2014-2015 the countries used in the comparative portfolio rank
between 34 and 80, whereas Mauritius is on place 39 out of 144 countries.
2.5 Data Generation
This report was drawn up based on expert interviews conducted with the help of the Expert Opinion
Survey. The data was gathered between September and October 2014 during several workshops
with different expert groups. About 50 experts participated in the Expert Opinion Survey.
CBBR and the Ministry of Tertiary Education, Science, Research and Technology had invited
experts from the policy level, the innovation support level and the innovation capacity level to join
the workshop.
All key experts have been very experienced in their respective field of expertise and very familiar
with the relevant parts/levels of the Mauritian innovation system.
2
http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf
13. 11
3 Mauritius’s Economic & Innovation Background
Many know Mauritius as a vacation spot; it boasts white sands, clear waters, palm trees and
hundreds of hotels. This nation of 788 square miles, or 2,040 square kilometres, was uninhabited
until the Dutch took it over in 1598. Mauritius – which is located in the Indian Ocean some 1,200
miles from the south-eastern coast of Africa – is now home to 1.3 million people and a variety of
ethnic groups, which coexist peacefully, although discrimination – particularly against descendants
of African slaves, many of whom live in poverty – remains a problem. Climate change is another
concern. Some areas of the country are at risk of literally going under water as sea levels rise and
extreme weather events like cyclones and floods become more frequent.
As depicted in Figure 2, Mauritius has experienced a similar GDP growth as Singapore from the
1960s to the 1980s moving from labour-intensive industrialisation through export-oriented
industrialisation to cost-competitive industrialisation. GDP has increased steadily through
incremental innovation in the four main sectors of the Mauritian economy namely sugar-cane, agro-
industry, textiles and tourism. In the 1990s, Singapore invested in enterprise development
industrialisation and changed gear, from 2000 onwards, to foster an entrepreneurial and
innovation-led industrialisation. This corresponds to a massive growth in GDP.
However, the GDP of Mauritius has increased at a much slower pace since the 1990s and is
presently calculated at 15,600 USD compared to nearly 38,000 USD for Singapore.
Figure 2: Comparison of GDP growth for Mauritius and Singapore
South Africa is still the continent's largest economy, and it is Africa’s most prolific foreign investor.
But its growth rate is now among the lowest on the continent – the International Monetary Fund
downgraded the country’s 2013 GDP growth projection from 2.8 percent to 2 percent. The
economy is hamstrung by shrinking foreign currency reserves, recurring power outages, stubborn
inflation, a persistent wealth gap and ongoing strikes in the mining, manufacturing and construction
industries. In contrast, Mauritius is unburdened by such complications. Its economy depended
60s 70s 80s 90s 00s
14. 12
almost entirely on sugar cultivation until 40 years ago, but it has since diversified to include more
agricultural products, textiles, tourism and financial services.
3
According to the GCR 2014-2015 Mauritius currently ranks at 39
th
place and made considerable
progress over the past years (climbed up from 60
th
place in 2012). Progress is driven by gradual
improvements across seven out of the 12 pillars. Overall, Mauritius benefits from relatively strong
and transparent public institutions, with clear property rights, strong judicial independence, and an
efficient government. The country’s transport infrastructure is well developed by regional standards
(ranking 42). Furthermore, the country’s wide-ranging structural reforms that have taken place
since 2006 are bearing fruit, as evidenced by its continuous improvements in the areas of market
efficiency: However, when having a closer look at the indicators innovation (rank 76) and
technological readiness (ranking 63), it becomes obvious that innovation and technological
readiness cannot be considered as a national strength. The high overall competitiveness ranking of
Mauritius is mainly based on financial market development (rank 26), goods market efficiency (rank
26) as well as good business sophistication (rank 33).
Figure 3: Spider graph of all 12 competitiveness indicators for Mauritius in comparison with Sub-
saharan average
4
For Mauritius to move to a higher income economy, improving competitiveness and innovability will
require additional efforts not only to improve higher education and training, but also to mobilize the
country’s talent more efficiently, as evidenced by the low share of women in the labour force (ranks
115 out of 144 countries according to GCR). It is evident that Mauritian government has to invest in
3
International Business Times, September 2013, http://www.ibtimes.com/paradise-gained-how-tiny-mauritius-became-
africas-most-competitive-economy-1402694
4
http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf
15. 13
knowledge-based industries fuelled by innovation. Industrial sectors that would allow long-term
growth should be identified based on our resources and strengths and demand-driven. The
Mauritian National Innovation System (MNIS) is meant to organise and structure innovation around
those sectors, pooling together the public and private sectors as well as research institutions,
universities and NGOs in a triple-helix model.
The sectors (Figure 4) proposed as new pillars for the Mauritian knowledge-based economy are
those where the country has already some competitive advantages such as natural resources,
technical expertise, high level of science and engineering enrolment and infrastructure. In addition,
the development of these sectors should be in harmony with the MNIS concept championed by
Mauritius.
(i) ICT: the sector is now an important pillar of the economy. However, for sustained growth it
has to move to high end and invest in software development and develop new areas such
as infotainment.
(ii) Agri-Biotech: Mauritius has built considerable technical expertise through its various
research institutes and a good industry base. The use of advanced biotechnology for the
development of new products could spur growth in this sector.
(iii) Ocean: following the National Dialogue on Ocean Economy in July 2013 launched by the
government and the subsequent setting-up of a national task force in August 2013, a
roadmap for Mauritius by has been published by the Prime Minister’s Office in December
2013 laying out the main areas for development of the ocean economy. Amongst others,
the proposed exploitation of Deep Ocean Water (DOW) by Sotravic Ltée is a lofty project.
The first phase of the project concerns the pumping of DOW through a distance of 6 km
off-shore for air-conditioning purposes (Seawater Air Conditioning – SWAC) with a
reduction of energy requirements of up to 80 % and estimated savings of MUR 175 M per
year. The development of Deep Ocean Water Applications (DOWA) in a second phase
should foster the development of a diverse range of technology-based and research-based
industries such as desalination, aquaculture, bottling, etc.
(iv) Biomedical/Health/Pharma: this sector includes biomedical research, medical tourism,
biomedical devices, clinical and pre-clinical testing, and pharmaceuticals. These areas
have experienced steady growth in terms of new investments in the recent years. The
government has promulgated the Clinical Trials Bill (2010). The object is to provide the
legal framework for the conduction of clinical trials for the purpose of discovering or
verifying the effects of investigational medicinal products. Mauritius has virus-free Macaca
Fascicularis and excellent breeding conditions for preclinical biomedical research. The
Clinical Trials Bill should attract pharma companies to Mauritius.
16. 14
Figure 4: High potential knowledge-based industrial sectors for Mauritius
The private sector’s role in Mauritius is especially to develop business sophistication, foster R&D
development (especially collaborative R&D between private sector and universities), as well as to
develop knowledge-intensive business. As for research institutions, they are poised to more
effectively promote applied R&D and assist business. This implies building intellectual capital,
providing specialised training and focused R&D, developing IP & technology transfer, and providing
technical support to companies.
For a potential approach to reach the ultimate objective to lift Mauritius’s competiveness and
innovability, it will require talent through intelligence, imagination, inspiration, intuition as well as
invention and innovation with a good dose of investment. The setting-up of appropriate structures
and their proper coordination within the NIS becomes a priority for innovation to thrive (see
Figure 5).
Figure 5: Developing the Mauritian capacity for the knowledge economy
17. 15
4 Assessment Results for Mauritius
The following chapters present the main outcomes of the assessment of the 30 determinants
according to the ANIS approach for Mauritius. This assessment has been conducted based on the
Expert Opinion Survey methodology described in chapter 2.2. Selected key experts participated
and contributed by providing their expertise in the relevant fields. Since the variety of opinions of
the individual experts was comparably low (no extreme values), the assessment resulted in a
temporarily consistent picture for Mauritius.
4.1 Macro-level: Innovation Policy Level
Figure 6 shows the results of the assessment of the innovation policy level for Mauritius. The
overall picture shows that related to all policy level determinants Mauritius ranks comparably below
the comparative portfolio of Efficiency Driven Economies. Only the determinants Foresight R&D
Agenda and Regional Innovation Policies lie on the same level as the comparative portfolio. The
National Innovation Policy is considered to be very weak. No official strategic documents exist, thus
the public is hardly aware of any national strategy on innovation. Cluster policy does in fact not
exist, although there are some clusters existing, e. g. in the agriculture area. However, the
interviews with experts revealed that in Mauritius clusters seem to matter recently. There are a lot
of discussions on where to start and how to support cluster development. Although this topic
seems to be high on the policy agenda, no policy or related measures have been emerged. Other
determinants rank on a comparably low level, mainly between 1,5 and 2,0. Beside conventional
policies, there are not implemented many innovation friendly regulations for encouraging or
facilitating innovation in industry or academia.
Figure 6: Determinants of the innovation policy level for Mauritius
18. 16
Figure 7: The seven policy level determinants compared with the average value
Figure 7 shows the values of the individual determinants of the policy level for Mauritius and their
relation to the average value of all determinants of the innovation policy level. The average level is
about 1,3, which is comparably low, compared to the comparative portfolio of Efficiency Driven
Economies. Figure 7 also shows the determinant for cluster policy significantly under average,
whereas regional innovation as well as training and education policies are comparably well-
developed. As far as cluster policy is concerned, cluster mapping could be a proper way to better
understand the structure and key actors of clusters. Another proper way might be to support cluster
organisations, which actively network and match related cluster actors. As far as innovation policy
is concerned, there are already some ideas how to start a joint effort (Kergel et al., 2014).
4.2 Meso-level: Institutional Innovation Support
Fehler! Verweisquelle konnte nicht gefunden werden. 8 shows the specific strength of the
Mauritian approach as far as the institutional approach is concerned. As far as funding agencies,
incubators as well as business promotion agencies are concerned, the relevant determinants are
ranked over-average or at least average. Mauritius is lacking sufficient capacities of technology
transfer centres. The ANDI Centre of Excellence for Biomedical and Biomaterials Research is a
good example for a strong, well-established centre. Nevertheless, this is an exception. According to
the expert interviews there is no real technology park existing in Mauritius, although there are some
sectors, which would considerably benefit from such a park. As far as incubators are concerned,
this innovation support tool is well-established in Mauritius and some of them can be considered as
a real success story. Resulting from an absence of a dedicated cluster policy, clusters that exist in
Mauritius are comparably weak. Cluster organisations that offer networking, matchmaking,
information and experience exchange among cluster actors do not really exist. Consequently, there
are no cluster initiatives existing that can be understood as coordinated common effort among the
private and public sector. Business promotion agencies gained a quite strong position in the
19. 17
Mauritian Innovation System and are recognised and valuable partners, especially for the private
sector.
Figure 8: Maturity of the determinants of Mauritian institutional innovation support level compared to
the average of selected efficiency-driven economies
Figure 9 compares the strength of all determinants of the institutional innovation support level
among each other. The average value is 1,3, which is clearly below the average value of the
portfolio of efficiency-driven countries (average value of 1,9). According to Figure 9, business
agencies and funding/implementation agencies are comparably well-developed, whereas
technology transfer centres and technology parks are lacking behind.
20. 18
Figure 9: The seven institutional innovation support determinants (institutions) compared with the
average value
4.3 Meso-level: Programmatic Innovation Support
At the programmatic innovation support level, Mauritius is comparably strong in supporting
international cooperation on all levels (R&D as well as business generation or export). Since
Mauritius is comparably small without any significant home market, the private sector is forced to
export and to seek international business abroad. As a consequence, there are some programmes
in place supporting internationalisation of the private sector (Figure 10). Programmes for enabling
the academic partners to explore new paths are also in place in the field of fundamental research.
However, the interviews have revealed that an application orientation is often completely missing.
Figure 10 also displays that entrepreneurship is not only supported by incubators but also by
dedicated entrepreneurial support programmes.
Nevertheless, Mauritius is missing to have cluster support programmes in place, which is a clear
impact of any missing cluster policy. In addition, since applied R&D does not rank high on the
political agenda, corresponding applied R&D programmes are missing. Further discussion and a
common policy workshop in 2013 have revealed that there is a significant lack of knowledge on
policy level about needs and demands of the private sector related to science, technology and
innovation support in Mauritius
5
. Key actors are unknown and due to an absence of a dedicated
innovation strategy corresponding applied R&D programmes are missing.
There are some programmes available initiating R&D between the academic and private sector,
but far from enough to satisfy the industrial demand. This results in a remaining gap between the
private and academic sector.
5
Biopolymer Workshop Mauritius 2013
21. 19
Figure 10: Maturity of the determinants of Mauritian programmatic institutional innovation support
level compared to the average of selected efficiency-driven economies
Figure 11: The seven determinants describing the programmatic support level in Mauritius
compared with the average value
Figure 11 summarises the individual determinants for the programmatic innovation support level.
The average value of all determinants is 1,6 and thus higher than for the policy or the institutional
innovation support level. This indicates that Mauritius has a certain spectrum of programmes in
place. However, it appears that these programmes are not well developed in all areas. Focus is
given on international and entrepreneurial support, whereas no support schemes for clusters exist
and applied R&D programmes remain an exception. All other determinants lie on average level.
4.4 Micro-level: Innovation Capacity Level
The innovation capacity level is fairly developed in Mauritius as displayed in Figure 12: the
corresponding graph is well-balanced without significant maxima or minima. All values are lying
between 2,2 and 2,5. The only exception is the existence of larger companies, which are clearly
highly ranked since they possess a high innovation capacity. However, compared to the composite
portfolio, almost all determinants for Mauritius are ranking below. The average value is about 1,8
for Mauritius and 2,3 for the countries of the comparative portfolio.
22. 20
Figure 12: Maturity of the determinants of Mauritian innovation capacity level compared to the average
of selected efficiency-driven economies
Figure 13 confirms the above mentioned findings; most determinants are lying around the average
value, whereas that is very high for larger companies. That corresponds to reality, since the larger
companies in Mauritius really have a strong market position and are the national drivers for
innovation.
Figure 13: Determinants of the innovation capacity level compared to this level’s average
23. 21
5 Scope of Intervention
The framework conditions for innovation in Mauritius have improved in the recent past. However, it
is still a long way to go to lead Mauritius towards a knowledge-driven economy as indicated in
Figure 2, chapter 3. The status of maturity of the determinants within the Mauritian innovation
system and the innovation capacity of its actors can be improved by policy measures addressing
the improvements of single determinants or even several of them. The prospective impact can be
expected on all three levels if policy interventions are adequately formulated and implemented with
a focus placed according to the identified potentials.
However, there is always a broad spectrum of improving measures discussed, whereas the issue is
more how to start and how to prioritise the measures that improve given determinants. There is no
doubt that especially those determinants that rank below average shall be addressed first. Thus,
easy to implement measures could have been distinguished from those that involve extensive
efforts and high risks with regard to implementation.
For policy-makers ready to stark actions to improve a regional or national innovation system, it is
always very crucial to know and to make use of effective policy tools in order to enhance the
performance of single determinants as well as the overall performance.
Two indicators can be calculated, which help to prioritise policy interventions. Firstly, an Impact
Index (Quality & Quantity of Impact) can be calculated that describes the expected impact of a
certain policy measure on the innovation system. Without doubt the improvement of some
determinants has a higher impact on a regional or national innovation system than the
improvement of others.
Secondly, the Effort Index can be used to assess the costs and complexity of a certain
improvement measure and its implementation risks. Without doubt some improving measures can
be implemented fast and without too much effort, others request huge investments or are
considered to be long-term investments.
In the current Mauritian case, Impact and Effort Indices have been calculated separately for all
determinants of the Mauritian innovation system. If an innovation system is to be improved, certain
determinants must be addressed, especially those that rank low before policy intervention.
Figure 14 displays the corresponding results when the experts have been asked their opinion about
impact and complexity (efforts) expected when addressing certain determinants. The vertical scale
represents the “efforts needed” (How extensive is the needed amount of investment to enhance the
performance of the determinant?), the other represents the “expected impact” (What range of
improvement can be expected?).
The upper right area in Figure 14 is the most promising area, since those determinants are
considered to be comparably easy to improve with a high expected impact. Those ranking in the
lower left area shall not be addressed, since the expected impact is low compared to the
mandatory investments. Determinants in the lower right areas can be addressed, since not much
effort is needed. However, the expected impact is low.
24. 22
Figure 14: Scope of intervention of innovation support schemes for Mauritius
5.1 Recommendations for Policy Interventions to Strengthening the Entire
Mauritian Innovation System (Focus on Knowledge-based Industries)
Based on the findings and on the ranking of determinants (see Figure 14), the following set of
policy recommendations can be deducted:
1.) Recommendation: Setting up a National Innovation Strategy
Addressed level: macro-level
Rationale: Currently there is no national innovation policy or strategy in Mauritius which addresses
STI objectives or sets clear primary objectives to be addressed by STI policies.
Description of action to be undertaken: Starting a process of developing a strategy by involving
stakeholders from all levels would be the very first step. It can be done in an open way (public
consultations) or with a limited group of representatives. Representatives from ministries shall also
be involved, but not dominating the process. Based on sounding analyses and existing documents,
the major target groups (who shall benefit) and the key objectives (what shall be reached) shall be
defined. The final result shall be understood as a national roadmap of innovation describing the
objectives and main actions to be undertaken to lift Mauritius on the next level of economic and
25. 23
innovation performance. This roadmap or strategy shall also include an action plan for
implementation of relevant actions.
2.) Recommendation: Industrial and institutional mapping of knowledge-based industry and
assessing linkages among those actors
Addressed level: micro- and meso-level
Rationale: During the ANIS workshop, it became clear there is no knowledge about the industrial
and academic landscape in the knowledge-based industry in Mauritius. In other words, the main
actors (on micro-level), who are involved in increasing innovation and benefitting from a
knowledge-based industry are unknown.
Description: As first action, a Steering Committee (or similar group) gathering stakeholders from
all levels shall be set up by the government to monitor the upcoming mapping activities. After
setting up, the first action is to clearly define what is understood by “knowledge-based industries”
(especially which industrial areas) followed by a study of already existing information about industry
and institutions being active in the defined areas. The involvement of business associations,
Chambers of Commerce or similar stakeholders should help to get a dedicated picture of the
national actors mapping. It could also be an option to tender such a nation-wide survey. However,
all activities have to be monitored by the Steering Committee. Once the mapping is done, the
findings shall be published for the interested public.
3.) Recommendation: Training scheme and awareness campaign on “Innovation Policy”
Addressed level: macro-level
Rationale: Most determinants on macro-level (policy level) are on an embryonic level. Thus, there
is significant room for improvements. As indicated in the key notes, the nature of STI has
significantly changed and heavily impacts on STI policies. This paradigm change has to be
acknowledged by Mauritian policy-makers. Thus, some training and coaching activities and how to
proceed with new policy approaches geared towards knowledge-based industries.
Description: Implementation of training schemes and coaching of policy- and decision-makers on
how to prepare innovation policies. It shall be conducted by international experts who are doing
innovation policies or programme implementation in their respective countries, and who are familiar
with new tools and methods of innovation (and STI policies). Introducing real cases on how to turn
policies into programmes and actions complete such training schemes.
4.) Recommendation: Using evaluation and impact measuring for a better STI programme
governance
Addressed level: meso-level
Rationale: Although there is quite a number of R&D programmes in place, the analysis has shown
that in the field of applied R&D programmes the number and variety of those programmes are
considered to be limited as well as those design features and scopes. So far, there is no approach
of continuous evaluation of projects and programmes and no impact assessments. Thus, neither
policy-makers nor funding agencies know about the outcomes and impacts of those applied R&D
programmes.
26. 24
Description: Selection of the most relevant applied R&D programmes and setting up an evaluation
design in order to measure to what extent an applied R&D programme (and its R&D projects)
contributed to the programme objectives. Defining outputs, outcomes and impacts of those
programmes and running an evaluation of the funded R&D projects. In the end, key success
factors will be identified as well as areas for improvements. Good practices can be identified. When
running the evaluation, the beneficiaries (mainly private and public sector) will be involved by
asking their feedback and their input. Thus, a needed skills assessment by the industry can
smoothly be implemented in such a survey. In the end, a better picture will be gained about the
success of the applied R&D programmes, their success and fields of improvement. The future
programme design features and addressed scope can be further developed according to the real
needs.
5.) Recommendation: Setting up an innovation centre (competence centre) that will focus on
applied R&D and offer innovation support services
Addressed Level: meso-level
Rationale: When it comes to applied R&D in Mauritius, only a limited number of institutions can be
involved. Universities focus more on training and fundamental research. Since the number of
universities is limited and due to their given focus, there is only limited capacity to conduct applied
R&D in Mauritius.
Description: By increasing the number of applied R&D providers that are capable to conduct
applied R&D according to industrial demand, better and more tailor-made applied R&D can be
conducted in Mauritius. Such institutions, like innovation or competence centres, shall also offer
innovation-related measures, like technology trend scouting, R&D foresight, innovation coaching,
support of start-ups, etc. Such centres can be considered as partners for the private and public
sector and working closer to the industry when it comes to STI. A public-private-partnership is
advisable in this context.
6.) Recommendation: Implementation of accompanying measures to increase innovation
capacities in SMEs
Addressed level: micro-level
Rationale: The awareness of the importance of innovation as well as the capacities within
companies to innovate (and conduct applied R&D) is still limited. So far there are neither many
awareness campaigns in place, nor training schemes for SME staff, like how to do innovation
managements, innovation analyses or market research.
Description: Awareness campaigns as well as measures to increase innovation capacities within
SMEs shall be offered and implemented. The corresponding needs of the industry can be analysed
by the relevant Business Development Agencies or Chambers of Commerce who work closely with
the industry. Once such an analysis of needs has been conducted, proper campaigns and training
schemes shall be implemented.
7.) Recommendation: New support schemes for entrepreneurs/start-ups
Addressed Level: meso-level
Rationale: Entrepreneurs and start-ups are known as key drivers for innovation. Although there is
quite a number of incubators in place in Mauritius, the landscape of private capital to be invested in
27. 25
such firms is still limited. The framework conditions for private investors, like venture capital,
investing in new firms or doing investments in innovations is not well-developed.
Description: By using new business support schemes for entrepreneurs/start-ups the number and
impact of entrepreneurs/start-ups can be increased. These support schemes shall not only directly
address the entrepreneurs/start-up directly but shall also increase the framework conditions for
private investors doing business and investments in Mauritius. Amongst others, e. g. venture
capital funds backed by the public sector and public-private-partnerships for investing in
entrepreneurs/start-up can be a good way to facilitate such investments.
28. 26
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