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Presentazione ithreu 1
- 1. 22/06/2017 ITHREU Project - Italy and Croatia: a partnership for Europe; Initiative co-financed by the Ministry of Economic Development – Law 84/2001 S3 Smart Specialisation Strategy Zagabria 10-11 Settembre Prof. Luciano Consolati 1
- 2. Il concetto e le motivazioni Il concetto “Smart Specialisation” è stato sviluppato nei policy brief del Gruppo “Knowledge for growth” e nel “Rapporto Barca”, ed è ripreso nella Comunicazione della Commissione sul contributo della politica regionale alla “Smart Growth”. E’ un concetto è utilizzato come raccomandazione : • per migliorare l'efficacia dei sistemi nazionali e regionali responsabili dell’attuazione delle politiche di ricerca e innovazione • per ripartire e mettere a sistema gli interventi dei Fondi europei (HORIZON, COSME, Fondi strutturali) nel loro sostegno all’innovazione 22/06/2017
- 3. strategie di “smart specialisation” Le strategie di “smart specialisation” sono strategie d’innovazione - flessibili e dinamiche - concepite a livello regionale, ma valutate e messe a sistema a livello nazionale. Vanno valorizzati i settori/nicchie dove si dispongono chiari vantaggi comparativi, ... che sono già facilmente individuabili perché, per effetto della concorrenza, gli attori economici si sono già specializzati e posizionati, o che potranno essere sviluppati nel futuro grazie all’attività imprenditoriale (il cosiddetto entrepreneurial process of discovery)”. 22/06/2017
- 4. Risponde a tre questioni chiave • Evitare la frammentazione e mettere a sistema gli sforzi in materia di sostegno all’innovazione. • Scoraggiare la tendenza alla replica di specializzazioni in campi analoghi. • Sviluppare strategie d’innovazione realiste ed attuabili nelle regioni meno avanzate. 22/06/2017
- 5. Le motivazioni economiche Sviluppare e implementare strategie per la trasformazione economica. RIS3 richiede un processo integrato e basato sul territorio all’elaborazione e all’attuazione delle politiche. Queste ultime devono essere adattate al contesto locale, riconoscendo che l’innovazione e lo sviluppo regionali possono essere realizzati seguendo percorsi diversi. Tali percorso includono: a) rinnovamento di settori tradizionali tramite attività a valore aggiunto avanzate e nuove nicchie di mercato; b) modernizzazione mediante l’adozione e la diffusione di nuove tecnologie; c) diversificazione tecnologica dalle specializzazioni esistenti in campi correlati; d) sviluppo di nuove attività economiche tramite cambiamenti tecnologici radicali e innovazioni importanti; e) sfruttamento di nuove forme di innovazione come l’innovazione aperta e orientata verso l’utente, quella sociale e quella dei servizi. 22/06/2017
- 6. Gli Obiettivi Principali - Rendere l’innovazione una priorità per tutte le regioni; - Canalizzare gli investimenti e creare sinergie; - Migliorare il processo di innovazione; - Migliorare la governance e coinvolgere maggiormente i soggetti interessati; - Rispondere alle sfide economiche e sociali; - Aumentare la visibilità delle regioni per gli investitori internazionali; - Migliorare i collegamenti interni ed esterni di una regione; - Evitare sovrapposizioni e repliche nelle strategie di sviluppo; - Accumulare una «massa critica» di risorse. 22/06/2017
- 7. Proposte Nell’ambito della politica di coesione dell’UE per il periodo 2014-2020, la Commissione europea ha proposto che la specializzazione intelligente diventi un requisito preliminare (la cosiddetta condizionalità ex ante) per il supporto degli investimenti per due obiettivi politici chiave: - rafforzare la ricerca, lo sviluppo tecnologico e l’innovazione (obiettivo R&I); - migliorare l’accesso alle tecnologie dell’informazione e della comunicazione (TIC), nonché l’impiego e la qualità delle stesse (obiettivo TIC). 22/06/2017
- 8. Risultati concreti La condizionalità ex ante della politica RIS3 richiede alle regioni e agli Stati membri dell’Unione europea di identificare le specializzazioni relative alle conoscenze più adatte al loro potenziale di innovazione, prendendo in considerazione le risorse e le capacità di cui dispongono. Questa azione deve essere svolta attraverso un processo di «scoperta imprenditoriale», ossia coinvolgendo imprese e protagonisti chiave dell’innovazione. Pertanto, anziché essere una strategia imposta dall’alto, la specializzazione intelligente spinge le imprese, i centri di ricerca e le università a collaborare per identificare le aree più promettenti di una regione o di uno Stato membro ma anche i punti deboli che possono ostacolare l’innovazione. 22/06/2017
- 9. La specializzazione intelligente non è una novità Si tratta, piuttosto, del perfezionamento e dell’aggiornamento di una metodologia esistente per la programmazione dei Fondi Strutturali. È basata su 15 anni di esperienza nel sostegno alle strategie di innovazione a livello regionale e sulle dottrine economiche di prima linea delle principali istituzioni internazionali, come la Banca mondiale, l’OCSE e il Fondo monetario internazionale (FMI). La novità consiste nel fatto che la Commissione propone di imporre tali strategie come condizione preliminare per l’accesso ai finanziamenti FESR. Le regioni e gli Stati membri dell’UE devono pertanto attuare le strategie RIS3 prima che i programmi operativi a sostegno di questi investimenti vengano approvati.… Più di 50 regioni europee sono già iscritte •8 sono italiane (Piemonte, Lombardia, Emilia-Romagna, Toscana, Umbria, Marche, Sardegna e Puglia). 22/06/2017
- 10. The policy challenges - OECD countries have entered a period of slow growth, high unemployment, low domestic demand. - A period of low demand, and hence, under- investment in some sectors. - Resurgent interest in “new industrial policy” in OECD countries. - Need for “New sources of Growth” in order to make fiscal austerity economically feasible and politically acceptable. 22/06/2017
- 11. Regions 2020 Globalizzazione: le regioni europee saranno esposte a maggiore competizione globale, in particolare dei Paesi emergenti Demografia: le regioni europee registreranno un invecchiamento della popolazione e un tasso di dipendenza crescente (secondo al mondo solo al Giappone) Cambiamento climatico: le proiezioni scientifiche indicano un peggioramento delle condizioni climatico- ambientale nelle regioni mediterranee Energia: le regioni europee dovranno andare verso un’economia a basse emissioni, non basata su fonti energetiche fossili
- 12. 22/06/2017
- 13. ITHREU Project - Italy and Croatia: a partnership for Europe; Initiative co-financed by the Ministry of Economic Development – Law 84/2001
- 14. 14 •Regions of North-West periphery well placed; • Southern and Eastern regions more exposed; • Mixed patterns in Western and Central Europe; • Urban areas better placed. Globalisation vulnerability index
- 15. 15 •33 % of regions will face population decline •Highest share of elderly population (aged 65+) in Eastern Germany, Finland, Northern Spain, Italy •Lowest share of working-age population (aged 15-64) in several Finnish, Swedish and German regions •Rural areas in less favourable position Demography vulnerability index
- 16. 16 • Southern Europe most vulnerable; • 170 million people live in strongly affected regions; • North and Western regions less affected, except lowland coastal areas. Climate change vulnerability index
- 17. 17 • determined by national energy policy choices; • Eastern and southern periphery more affected by security of supply. •Ireland, Poland, Czech Republic and Bulgaria face strong challenges Energy vulnerability index
- 18. 18 • Southern, western coastal and central regions in Germany and New Member States are strongly affected • North- Western periphery regions are less vulnerable Multiple challenge vulnerability index
- 19. OECD labour market conditions are no longer improving 2008 2009 2010 2011 2012 2013 Employment (% change from previous period) United States -0.5 -3.8 -0.6 0.5 1.2 1.5 Euro area 0.9 -1.8 -0.5 0.2 -0.3 0.2 Japan -0.4 -1.6 -0.4 -0.1 -0.4 -0.4 OECD 0.6 -1.8 0.3 1.2 0.5 0.8 Unemployment rate (% of labour force) United States 5.8 9.3 9.6 9.0 8.9 8.6 Euro area 7.5 9.4 9.9 9.9 10.3 10.3 Japan 4.0 5.1 5.1 4.6 4.5 4.4 OECD 6.0 8.2 8.3 8.0 8.1 7.9 Source: OECD Economic Outlook, V2011/2 22/06/2017
- 20. Europa2020 inclusivesustainable smart Thematic objectives Europa 2020 1. Research and innovation 2. Information and Communication Technologies 3. Competitiveness of Small and Medium-Sized Enterprises (SME) 4. Shift to a low-carbon economy 5. Climate change adaptation and risk management and prevention 6. Environmental protection and resource efficiency 7. Sustainable transport and disposal of congestion on major network infrastructure 8. Employment and support for labour mobility 9. Social inclusion and poverty reduction 10. Education, skills and lifelong learning 11. Increased institutional capacity and effectiveness of public administration 22/06/2017 20
- 21. Europa 2020 - 5 target 22/06/2017 OCCUPAZIONE: 75% of the population aged 20-64 should be employed; R & INNOVAZIONE: 3% del PIL dei Paesi EU investito in R&D; CLIMA / ENERGIA: A reduction of CO2 emissions by 20%; A share of renewable energies up to 20% An increase in energy efficiency by 20% FORMAZIONE: The share of early school leavers should be under 10% At least 40% of the younger generation should have a degree or diploma. POVERTA’: 20 million fewer people should be at risk of poverty
- 22. Technologically Advanced Regions in EU ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Roma Riga Oslo Bern Wien Kyiv Vaduz Paris Praha Minsk Tounis Lisboa Skopje Zagreb Ankara Madrid Tirana Sofiya London Berlin Dublin Athinai Tallinn Nicosia Beograd Vilnius Ar Ribat Kishinev Sarajevo Helsinki Budapest Warszawa Podgorica El-Jazair Ljubljana Stockholm Reykjavik København Bucuresti Amsterdam Bratislava Luxembourg Bruxelles/Brussel Valletta Acores Guyane Madeira Réunion Canarias MartiniqueGuadeloupe This map does not necessarily reflect the opinion of the ESPON Monitoring Committee 0 500250 km© Politecnico di Milano, Project KIT, 2011 Regional level: NUTS2 Source: Politecnico di Milano, 2011 Origin of data: EUROSTAT employment in high-tech sectors © EuroGeographics Association for administrative boundaries Technologically-advanced regions 2007 NA Low tech regions Advanced manufacturing regions Advanced services regions Technologically-advanced regions In 2007 technologically advanced regions, hosting both high-tech manufacturing industries and KIS, are the minority of regions. Moreover a relatively high number of regions are specialised in low-tech sectors.
- 23. Scientific regions In 2007 scientific regions, hosting both human capital and research and activities functions, are limited. What is even more striking is the high number of regions with no specialisation in knowledge activities.
- 24. Knowledge networking regions ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Acores Guyane Madeira Réunion Canarias MartiniqueGuadeloupe Valletta Roma Riga Oslo Bern Wien Kyiv Vaduz Paris Praha Minsk Tounis Lisboa Skopje Zagreb Ankara Madrid Tirana Sofiya London Berlin Dublin Athinai Tallinn Nicosia Beograd Vilnius Kishinev Sarajevo Helsinki Budapest Warszawa Podgorica El-Jazair Stockholm Reykjavik København Bucuresti Amsterdam Luxembourg Bruxelles/Brussel Regional level: NUTS 2 Source: AQR elaboration, 2011 Origin of data: OECD REGPAT Database, Cordis, EUROSTAT, ISTAT and Institute National de la Statistique et des Études Économiques data © EuroGeographics Association for administrative boundaries This map does not necessarily reflect the opinion of the ESPON Monitoring Committee © Project KIT, 2011 0 525262,5 km Knowledge networking regions Non-interactive regions Clustering regions Globalizing regions Networking regions Category Meaning Specialization in spatial linkages Specialization in a-spatial linkages 1 Non-interactive regions No No 2 Clustering regions Yes No 3 Globalizing regions No Yes 4 Networking regions Yes Yes In 2007 there were quite a number of networked regions, both un- intentional (spatial) and intentional (non necessary spatial). Non- networked regions are especially poor and peripheral areas. External sources of knowledge acquisitions are diffused all over Europe.
- 25. Knowledge Economy in Europe ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Roma Riga Oslo Bern Wien Kyiv Vaduz Paris Praha Minsk Tounis Lisboa Skopje Zagreb Ankara Madrid Tirana Sofiya London Berlin Dublin Athinai Tallinn Nicosia Beograd Vilnius Ar Ribat Kishinev Sarajevo Helsinki Budapest Warszawa Podgorica El-Jazair Ljubljana Stockholm Reykjavik København Bucuresti Amsterdam Bratislava Luxembourg Bruxelles/Brussel Valletta Acores Guyane Madeira Réunion Canarias MartiniqueGuadeloupe This map does not necessarily reflect the opinion of the ESPON Monitoring Committee 0 500250 km© Politecnico di Milano, Project KIT, 2011 Regional level: NUTS2 Source: Politecnico di Milano, 2011 Origin of data: EUROSTATand RegPat © EuroGeographics Association for administrative boundaries Technologically-advanced regions Knowledge economy regions NA None TAR only Scientific regions only Networking regions only TAR and scientific regions TAR and networking regions Scientific and networking regions Integrated knowledge economy regions Typology Numerosity TAR only 9 Scientific only 11 Networking only 43 TAR and scientific 3 TAR and networking 19 Scientific and networking 29 TAR, scientific and networking 31 None 135 The Knowledge Economy in Europe is a very fragmented picture. What is striking from this map is the high number of regions in which the knowledge economy is still in its infancy.
- 26. R&D expenditures on GDP and innovation R&D expenditure / GDP Share of innovating firms
- 27. Territorial patterns of innovation Pattern 1= European research area Pattern 2 = Knowledge diversification area Pattern 3 = Smart specialization area Pattern 4 = Smart upgrading diversification area Pattern 5 = Creative imitation area ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Roma Riga Oslo Bern Wien Kyiv Vaduz Paris Praha Minsk Tounis Lisboa Skopje Zagreb Ankara Madrid Tirana Sofiya London Berlin Dublin Athinai Tallinn Nicosia Beograd Vilnius Ar Ribat Kishinev Sarajevo Helsinki Budapest Warszawa Podgorica El-Jazair Ljubljana Stockholm Reykjavik København Bucuresti Amsterdam Bratislava Luxembourg Bruxelles/Brussel Valletta Acores Guyane Madeira Réunion Canarias MartiniqueGuadeloupe This map does not necessarily reflect the opinion of the ESPON Monitoring Committee 0 500250 km © BEST - Politecnico di Milano, Project KIT, 2011 Regional level: NUTS2 Source: BEST - Politecnico di Milano, 2011 © EuroGeographics Association for administrative boundaries Legend Legend Creative imitation area Smart upgrading diversification area Smart specialization area Knowledge diversification area European research area Territorial patterns of innovation in Europe
- 28. ITHREU Project - Italy and Croatia: a partnership for Europe; Initiative co-financed by the Ministry of Economic Development – Law 84/2001 Smart specialisation has recently gained a significant importance as a base for the european regional policy within the new “Europe 2020” strategy. In fact, in the new programming period 2014-2020, the cohesion policy will be subordinated to the development of Regional Strategies based on Smart Specialisation Strategy. Smart Specialisation – A new concept 22/06/2017
- 29. Smart Specialisation - From concept to policy agenda From its launch in 2008, by D. Foray, P.A. David and B.H. Hall…a rapid progression from “concept” to EU policy agenda. Born from innovation economics and thinking about market failures, but a close cousin of “new” industrial policy. Conceptually, simple idea: to focus knowledge investments. Analytically and in practice, complex. 22/06/2017
- 30. What is Smart Specialisation ? ‘Knowledge for Growth’ expert group (DG RTD) launched concept in the framework of ERA; Problem: fragmentation/imitation/duplication of public R&D investments; Stresses role for all regions in the knowledge economy, if they can identify comparative advantages in specific R &I domains/clusters (not just winning sectors); Challenges: Smart specialisation has to embrace the concept of open innovation, not only investment in (basic) research. “Most advanced regions invest in the invention of general purpose technologies, others invest in the co-invention of applications of the generic technology in one or several important domains of the regional economy” Dominique Foray 2010 22/06/2017 30
- 31. = evidence-based: all assets = no top-down decision, but dynamic/entrepreneurial discovery process inv. key stakeholders = global perspective on potential competitive advantage & potential for cooperation = source-in knowledge, & technologies etc. rather than re-inventing the wheel = priority setting in times of scarce resources = getting better / excel with something specific = focus investments on regional comparative advantage = accumulation of critical mass = not necessarily focus on a single sector, but cross-fertilisations What is Smart Specialisation ? “…The elements of economic productivity – strong infrastructure, a skilled workforce, and interrelated networks of firms – come together with smart economic strategy on the regional level to drive prosperity”. (Guidance on developing place-based policies for the USA FY 2012 Budget) 22/06/2017 31
- 32. Entrepreneurial discovery process Today innovations are rarely the outcome of one ‘entrepreneurial genius’ming up with an invention: – Today our understanding of innovation relates to social processes; – Relies on making combinations between technologies (e.g. mechatronics and biomedicine) and cross-fertilisation; – Relies on combining technologies, with new customer services, design and new business models; – Relies on the power to organise, network and taking leadership in this process; Thus: the entrepreneurial discovery process that has the scale and impact to affect the region is likely to come from a combination of entrepreneurial individuals and organisations rather than from individual entrepreneurs. 22/06/2017
- 33. Innovation Strategies for Smart Specialisation An economic transformation agenda based on 4Cs: 1. (Tough) Choices and Critical mass : limited number of priorities on the basis of own strengths and international specialisation – avoid duplication and fragmentation in European R&D Area 2. Competitive Advantage: mobilize talent by matching RTD + I capacities and business needs through an entrepreneurial discovery process 3. Clusters and Connectivity: develop world class clusters and provide arenas for related variety/cross-sectorial links internally in the region and externally, which drive specialised technological diversification – match what you have with what the rest of the world has 4. Collaborative Leadership: efficient innovation systems as a collective endeavour based on public-private partnership (quadruple helix) – experimental platform to give voice to un-usual suspects «Innovation can not be dictated but it can be cultivated » (The Federal Government and the growth of Regional Innovation Clusters, J. Sallet et Al, 2009)
- 34. Why S3? Making (hard) choices and defining a regional vision: Defining where regions wants to go in terms of competitiveness through innovation. Focusing minds, efforts and (scarce) public resources on the development of a limited number of thematic or (cross) sectoral innovation priorities in each region. Identify factors of competitiveness (critical mass) and bottlenecks, enabling General Purpose technologies, and concentrate resources on key priorities. This is not about picking winners from above but about making sure efforts are not wasted being too dispersed Some are already developing these actions: need for review? - others may wish to adjust and up-date their strategies in light of this Communication. The EU to set up a ‘Smart Specialisation Platform’ to provide assistance and run pilots with interested regions. “An entrepreneurial and dynamic process of discovery, based on strategic intelligence, interaction and policy learning” D. Foray 22/06/2017 34
- 35. How RIS3 Regional innovation strategy focused on competitive advantage and green growth with strong stakeholder involvement - Positioning region in global context: International differentiation strategy and specialised technology diversification. - Supports the integration and exploitation of all sorts of R&I assets. - Promotes ‘related variety’ by focusing on cross-sectoral linkages. - Focus on private R&I investments, SMEs in particular, but include social innovation. - Top-down setting of objectives (EU2020, Innovation Union) and bottom-up processes of entrepreneurial discovery. - Involving experts, businesses, research centres, universities and other knowledge- creating institutions and stakeholders. - Sound SWOT analysis, identification of competitiveness factors, enabling technologies and concentrating resources on key priorities. 22/06/2017 35
- 36. Governance of RIS3 as a collective social endeavour •Set up a dedicated Steering Group/Knowledge Leadership Group, a Management Team and Working groups…and flagship projects •Process needs to be interactive, regionally driven and consensus- based •Collaborative leadership: know what, know who and know how. •New demand-side perspectives given prominence: not just usual public suspects but businesses in the driving seat •Embrace social as well as ecological innovation •Involve boundary spanners brokering new connections across sectors, disciplines and institutions in order to explore « related- variety » •Link national, regional and EU funds: involve stakeholders operating both outside and in the region. 22/06/2017 36
- 37. Research infrastructure/centres of competence Smart Guide to Innovation-Based Incubators (IBI) published by DG REGIO/ENTER based on 25 years of incubation experience in the Union Business and Innovation Centres for new entrepreneurs and SMEs that intend to develop innovative ideas. European Business Network started by the Commission in 1984 and continuously supported by nearly 15 years: 100 BICs created between 1984 and 1998. Support services to entrepreneurs, helping them to transform into reality their innovative business ideas, and the delivery of tailored services to existing SMEs, aimed at modernising and innovating them. “To achieve a sustainable social market economy, a smarter greener economy...the EU needs to provide more attractive framework conditions for innovation and creativity…we need technical support to promote the incubation and growth of small innovative firms…” “22/06/2017
- 38. RIS3 is a process … of «entrepreneurial discovery»: involving stakeholders What do they need? With whom to cooperate? Who are your customers / competitors? Is there critical mass / excelence? Clients Markets Services Cooperation (value chains) Enterprises Enterprises Enterprises Creativity Talents Research Knowledge Technologies Money Cohesion Policy 22/06/2017
- 39. The race for RIS3: Different starting points Process for RIS 3 Step 1: Analysis of regional potential for innovation-driven differentiation Step 2: RIS 3 design and governance – ensuring participation & ownership Step 3: Elaboration of an overall vision for the future of the region Step 4: Selection of priorities for RIS3 + definition of objectives Step 5: Definition of coherent policy mix, roadmaps and action plan Step 6: Integration of monitoring and evaluation mechanisms 22/06/2017
- 40. Step 1 Analysis of Regional /National potential for innovation Analysis of the regional context: A wide view of innovation, not only RTD-oriented Assess existing regional assets Identify regional competitive advantages Detect emerging trends/niches with potential for smart specialisation Combine methods: regional profiling; SWOT approach; surveys
- 41. Step 2 Governance: Ensuring participation & ownership Wide participation of stakeholders of different types and levels: Include demand-side perspectives Quadruple Helix Collaborative leadership Boundary spanning people/organizations Dedicated Steering Group/Knowledge Leadership Group, Management Team, Working groups
- 42. Step 3 Vision: Elaboration of an overall vision for the future Shared vision of the potential of the region /country and main direction for its international positioning: Formulate different scenarios for regional development Debate and choose where the region want to be in the future Produce a positive tension towards strategic goals Guarantee long-term engagement of stakeholders Mobilizing power
- 43. Step 4 Identification of priorities Decision-making step, where top-down meets bottom-up: Focus on a limited number of areas with potential for smart specialisation as emerged from entrepreneurial discovery Areas where the region realistically hope to excel Horizontal priorities Digital Growth: Key Enabling Technologies, Digital Agenda for a “connected region” Avoid capture by interest groups!
- 44. Step 5 Definition of coherent policy mixes, roadmaps & action plans Organizing and detailing rules and tools: Roadmap composed of: Action plan target groups, objectives, timeframes, indicators, sources of funding and budget allocations Pilot projects experiment unprecedented policy mixes, critically reconsider the tools used in the past, obtain inputs for updating the strategy
- 45. Step 6 Integration of monitoring & evaluation mechanisms Mechanisms integrated in the strategy: Monitoring to verify the correct and efficient implementation of activities Evaluation to verify whether and how strategic goals are met Importance of ex-ante setting of measurable targets and output/outcome indicators
- 46. Indicator-based specialisation profiles To develop a standard model for assessing specialisations along the innovation trajectory, by means of presently available databases: – Possible indicators: • Inputs (education, investment in R&D and innovation) • Outputs (scientific publications, citations and patents) • Economic activities (employment, value-added, exports); – Critical points include the choice of the categories (such as economic sectors, scientific disciplines, technology domains, …) and the way the different category types can be cross-linked to one another (e.g. as nodes in an innovation trajectory); – Focus on the relation between national specialisation profiles for the participating countries, and regional profiles that can identify the clusters of specialisation in the case-studies; – Include cross-border regional profiles; – Specialisation profiles can be constructed for any administrative region, going to NUTS 3 level. 46
- 47. Strategic governance profiles: template Strategic intent and leadership of dominant actors, such as leading companies or research institutes; Priority setting that is taking place (both explicitly and implicitly); Strategic governance of cluster policies; Existence of specific governance capabilities (e.g. foresight); Actions for appropriate framework conditions (including ‘quality of life’ and “sustainable growth & development” in urban environments); Possible legal mechanisms that are deployed in support of cluster policies; Policy learning cycles. … 47
- 48. Case-studies One or two case-studies country involving in the project. Presenting real-life experiences in developing and building smart specialisation strategies in clusters and at the regional level, each in their specific country setting. Including different types of strategies: – Retooling or modernizing existing specialisations with new knowledge inputs – Transforming existing specialisations into new (smart, inclusive and sustainable) growth regimes – Diversification into new specialisations – Foundation of new specialisations from new knowledge creation Some specific points of interest: – Cross-border clusters (functional regions) and international networks of cluster nodes – Combination of top-down and bottom-up management mechanisms required for acceleration of economic restructuring towards a new growth regime driven by ‘smart’ specialisations – Role of flagship companies and institutes to ‘brand’ a region to attract focused investments – Alignment between the different levels of regional, national and international governance – Role of shared Foresight and the use of early warning technology watch Framework: – Cases can be developed according to an ‘smart specialisation strategy matrix’ articulating the regional competence fields (technology platforms) with the global societal and economic challenges (new markets and value chains) 48
- 49. The science classification scheme comprises the following 12 major fields: A: Agriculture & Environment Z: Biology B: Biosciences R: Biomedical research I: Clinical & Experimental Medicine I (General & Internal Medicine) M: Clinical & Experimental Medicine II (Non-Internal Medicine Specialties) N: Neuroscience & Behaviour C: Chemistry P: Physics G: Geosciences & Space Sciences E: Engineering H: Mathematics 49
- 50. Dott.LucianoConsolati The Four Main Phases I. Build-up trust II. System of relations/ connections III. VISION / Management strategy IV. Action and Feedback
- 51. Dott.LucianoConsolati– The following is the logical course: Strategies Effective measures Actions study of the opportunities and problems of the concerned area; identifying priorities, players and method of intervention; fixing of strategic, clear, attainable and measurable objectives.
- 52. Typology of strategies The S3 debate has introduced a typology of strategies: – Modernising existing specialisations with new knowledge inputs – Diversification into new specialisations – Radical foundation into new specialisations – Transformation into new growth regimes (systemic innovations) In practice the distinctions between the categories are permeable. The strategy types introduced in the S3 discussion mix regional and sectoral perspectives. Regions should not choose exclusively for one type of strategy but find the appropriate balance and adapt their policy mix. 22/06/2017
- 53. A hypothesis for different roles by strategy type Type Stakeholders Role of policy Modernisation Strongly indigenous business driven strategies Role for technology centres Role for sector organisations Provide ‘traditional’ incentives Fund applied technology centres, Support innovation management skills and other HR measures Diversification Strongly indigenous business driven strategies, Role for wider cluster organisations Stimulate cross-fertilisation and networking, attract foreign investors, support with market and technology intelligence, …. Renewal Strong role for entrepreneurial innovators Strong role for entrepreneurial universities and R&D centres Launch emerging and multi-disciplinary technology programmes & centres, stimulate conditions for start-up and business growth (eg capital), support with market and technology intelligence, support self-organising capacities…. Transition (systemic innovations) Needs involvement of actors across the value chain, needs a good grasp of potential barriers across the system Needs international actors to ensure dissemination Bring different stakeholder groups together, develop more holistic governance, add a strong policy vision, act as launching customer & smart regulator, ensure critical mass through internationalisation 22/06/2017
- 54. Is this only for high-tech regions? Surely not! It provides a strategy and global role for every regional economy, irrespective of whether they are innovation leaders, followers or catching-up, whether they are mainly driven by agriculture, manufacturing or services. It is not only about research, but also about non-technological innovation (e.g. services, marketing, organisational innovation), and about open innovation. It is also not only about a simple industrial specialisation of a region X in a particular sector but suggests to specialise in R&D and innovation to provide new impetus and growth potential for that sector and also to diversify by focussing on unlocking growth in complimentary sectors/activities. 22/06/2017 54
- 55. What if you specialise in the next declining sector? decline in regions/countries because they are either outcompeted or outsmarted by competitors or because of disruptive innovation that puts their traditional business model in the bin. In both cases injecting innovation through smart specialisation strategies can help avoid this fate. In addition, one important element of smart specialisation strategies should be that they help to alleviate the economic dependence/lock-in of a region on only a few sectors, as their goal is not only to help these sectors innovate but to diversify economic activities, embedding competencies in the region and supporting success in new markets. 22/06/2017 55
- 56. How relevant is this for SMES? There is not bias in the concept towards big or small, high-tech or low-tech or towards any sectors. The key about smart specialisation is that it is based on a discovery process of new opportunities in the regions and that it is done with business for business. SMES are key for Europe 2020 and EU Regional Policy and they will have to be targeted through the right policy mix and instruments (SME support actions, clusters and centers of expertise, voucher schemes, etc) 22/06/2017 56
- 57. Do you have evidence this works? We know and there is evidence from analysis that regional innovation strategies deliver employment and growth for regions. Smart Specialisation is a relatively new concept, building on and further improving regional innovation strategies. And we know that economic specialisation has increased productivity based on an enhanced knowledge and skills base in producing goods and services. Having said this there are no easy answers. Innovation is systemic not linear and depends on multiple variables and interactions. This means that we have to get a multitude of things right. 22/06/2017 57
- 58. The Place-Based Dimension of Smart Specialisation Process of discovery – entrepreneurial search – involves experimentalism. Entrepreneurs – firms, universities, inventors, independent innovators. Policy is to foster experimentalism, gather and aggregate decentralised information, and to promote what has been discovered. Bottom-up approach and top-down. 22/06/2017
- 59. The Place-Based Dimension of Smart Specialisation - Learning and experimenting. - Demonstration effects and dissemination. - Trial and error is fundamental to all processes of innovation. - Hard and soft infrastructure. - Capacity and capabilities. - Incentives . 22/06/2017
- 60. The Place-Based Dimension of Smart Specialisation Smart Specialisation elements: - Entrepreneurial search processes; - Relevant domains; - Connectedness In a regional context this translates to: - Embeddedness; - Related variety; - Connectivity. 22/06/2017
- 61. The Place-Based Dimension of Smart Specialisation Embeddedness: can be captured by regional models, regional Input-Output models, location quotients, case studies, longevity, social capital etc. Relatedness: It is not about specialisation but diversification – specialised technological diversification Embeddedness + Relatedness = Relevant Size Domain 22/06/2017
- 62. The Place-Based Dimension of Smart Specialisation Equally applicable to all dimensions of Europe2020. An integrated place-based approach is multi- dimensional, tailored to place-specific features and outcomes. Innovation strategy – knowledge and knowledge-application dimensions. Environmental and energy dimensions. Social and territorial inclusion dimensions. 22/06/2017
- 63. The Place-Based Dimension of Smart Specialisation Hypothetical Example 1: Region A is a knowledge region, is primarily urban in nature but is also situated on the coast, and faces population growth and population inflows. Hypothetical Example 2: Region B is an industrial production region, an urban-coastal area, and a region which faces population decline and population outflows. 22/06/2017
- 64. The Place-Based Dimension of Smart Specialisation Hypothetical Example 3: Region C is a non-S&T-driven lagging region, primarily urban region, and a region which faces population decline and population outflows. Hypothetical Example 4: Region D is a rural area, a non-S&T-driven region, which faces population growth and population inflows. 22/06/2017
- 65. The Place-Based Dimension of Smart Specialisation Region A (knowledge region) Challenges: transport and land-use congestion, social and territorial segregation; environmental damage including marine ecosystem. Region A Opportunities and place-based policy priorities: multi-sectoral smart specialisation knowledge- enhancing projects in advanced R&D sectors; integrated infrastructure, environmental services; housing and public transport provision. 22/06/2017
- 66. The Place-Based Dimension of Smart Specialisation Region B(industrial production region) Challenges: declining transport and land-use usage, dereliction, non-operative real estate markets, skills outflows, declining credit availability, widespread reductions in social and territorial cohesion; environmental damage including marine ecosystem. 22/06/2017
- 67. The Place-Based Dimension of Smart Specialisation Region B Opportunities and place-based policy priorities: smart specialisation policies targeted both at high and medium technology sectors and based on specialised technological diversification strategies in major embedded occupational and technological classes. local labour skills-enhancing programmes in related technologies. integrated land use reclamation and conversion programmes. 22/06/2017
- 68. The Place-Based Dimension of Smart Specialisation Region C (non-S&T-driven lagging region) Challenges: declining transport and land-use usage, dereliction, non-operative real estate markets, skills outflows, declining credit availability, widespread reductions in social and territorial cohesion; environmental damage including marine ecosystem Region C Opportunities and place-based policy priorities: smart specialisation policies based focused on medium technology sectors; local labour skills-enhancing programmes in related technologies; integrated land use reclamation and conversion programmes 22/06/2017
- 69. The Place-Based Dimension of Smart Specialisation Region D (rural area) Challenges: pressure on local resources and land use; social and territorial segregation; economic and geographic isolation. Region D Opportunities and place-based policy priorities: smart specialisation policies based on communications infrastructure; preservation and upgrading of heritage and cultural assets; related skills enhancement policies focused on tourism and natural environmental arenas; renewable energy policies; social and territorial cohesion focused on integrated land use development and public transport planning. 22/06/2017
- 70. The Place-Based Dimension of Smart Specialisation Smart specialisation emphasises strategic and specialised diversification: - a excellent tool for place-based policy - promotes clear self-awareness of the key bottlenecks and missing links - powerful lens through which to ensure thematic prioritisation and concentration - engagement and institutional learning. 22/06/2017
- 71. The Place-Based Dimension of Smart Specialisation Need to avoid scattered sectoral rent- seeking. Smart specialisation is not just about smart growth – but all aspects of growth and development being smart. Need to focus on integrated Europe2020 strategies. Need to consider skills, opportunities, environment, knowledge, institutions, stakeholders, capabilities, sustainability. 22/06/2017
- 72. The Place-Based Dimension of Smart Specialisation - Consistent with the place-based approach. - Appropriate and powerful for all regions. - Tailoring medium-tech as well as hi-tech. - Results/Outcome indicators are critical. - Ex ante goals and ongoing monitoring and evaluation. - Awareness, belief and engagement. 22/06/2017
- 73. The Future of European Transnational Programmes The future: Commission position The future: SEE Programme Questions and Answers “20 years after the beginning of INTERREG and European Territorial Co-operation this objective has lost none of its importance. On the contrary, the global financial and economic crisis clearly showed that we need to step up our efforts to overcome structural deficits and to work better across national, regional and local borders”
- 74. Commission Position proposed regulations (June/Oct 2011) -integration of cooperation in overall strategic; - thematic concentration (limited no. of thematic objectives (4/11)) - support for development & implementation of Macro Regional Strategies; - increased budget proposed; - synergies between programmes to be promoted performance framework; - simplification incl. greater harmonisation of rules; audit - specific rules for the application of State Aid coverage of regions both inside and outside EU
- 75. Territorial Cooperation 2007-2013 2014-2020 (proposal only) Crossborder Cooperation 5.6 Billion Euro 8.6 Billion Euro Transnational Cooperation 1.8 Billion Euro 2.4 Billion Euro Interregional Cooperation 445 Million Euro 700 Million Euro
- 76. Commission Position proposed regulations (themes) 1. Strengthening research, technological development and innovation 2. Enhancing access to, and use and quality of, information and communication technologies 3. Enhancing the competitiveness of small and medium-sized enterprises, the agricultural sector (for the EAFRD) and the fisheries and aquaculture sector (for the EMFF) 4. Supporting the shift towards a low-carbon economy in all sectors 5. Promoting climate change adaptation, and management 6. Protecting the environment and promoting resource efficiency 7. Promoting sustainable transport and removing bottlenecks in key network infrastructures 8. Promoting employment and supporting labour mobility 9. Promoting social inclusion and combating poverty 10. Investing in education, skills and lifelong learning 11. Enhancing institutional capacity and an efficient public administration
- 77. Themes/Investment Priorities Regulation proposals Priority Axis 1 Facilitation of innovation and entrepreneurship Strengthening research, technological development and innovation (Theme 1) Enhancing research and innovation infrastructure (R&I) and capacities to develop R&I excellence and promoting centres of competence, in particular those of European interest Promoting business R&I investment, product and service development, technology transfer, social innovation and public service applications, demand stimulation, networking, clusters and open innovation through smart specialization Supporting technological and applied research, pilot lines, early product validation actions, advanced manufacturing capabilities and first production in Key Enabling Technologies and diffusion of general purpose technologies .
- 78. Themes/Investment Priorities Regulation proposals Priority Axis 1 Facilitation of innovation and entrepreneurship Enhancing the competitiveness of SMEs (Theme 3) Promoting entrepreneurship, in particular by facilitating the economic exploitation of new ideas and fostering the creation of new firms. Developing new business models for SMEs, in particular for internationalization Promoting the production and distribution of renewable energy sources
- 79. Specific Theme Consideration Innovation Union -Common Strategic Agenda Smart Specialisation -efficient, effective and synergetic use of public investments Macro Regional Strategies - e.g. Danube Region European Institute for Innovation &Technology -integrated Knowledge Innovation Communities -Public Private Partnership
- 80. EU Member States: Austria, Bulgaria, Greece, Hungary, Italy, Slovakia, Slovenia, Romania Non-EU-member States: Albania, Bosnia- Herzegovina, Croatia, former Yugoslav Republic of Macedonia, Serbia, Montenegro, Republic of Moldova, Ukraine (Italy and Ukraine do not participate with its whole territory) The SEE Programme
- 81. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) FISCAL CONSOLIDATION IS AN URGENT PRIORITY Past pro-cyclical fiscal policy, credit and domestic demand driven growth model as well as limited progress in improving competitiveness built large macroeconomic imbalances and have left behind limited policy options available to deal with the current situation. Owing to past current account deficits that averaged 6 percent of GDP, external debt that equaled the GDP, and significant exposures to interest and exchange rate risks, market confidence in Croatia deteriorated sharply in 2008 as the crisis broke. In two subsequent years real GDP fell by over 7 percent, led by large drops in investment and private consumption. Revenue losses and inflexible spending structures widened the general government deficit to above 5 percent of GDP with public debt, including the stock of government guarantees, widening to 60 percent of GDP. 22/06/2017
- 82. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) INCOMPLETE REFORM AGENDA NEEDS ATTENTION AND ACTION While fiscal consolidation is imperative today, it must be done in ways which will safeguard and support future growth. It is possible to safeguard recovery by shoring-up fiscal sustainability and creating fiscal space to support private sector-led growth and build fiscal buffers against future shocks. Fiscal policy should focus on delivering savings over the near to medium term and creating as much space as possible for growth-enhancing expenditure. These efforts need to be complemented by policies that both lift and shift growth: support the creation of new jobs; capture the potential of sustainable and green growth; and stimulate the private sector to innovate and create new technologies 22/06/2017
- 83. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) Accelerating economic recovery in Croatia will require completing the unfinished structural reform agenda and shifting to productivity-based, private-sector-led growth. Croatia‘s economic and social achievements before the global crisis looked remarkable: high and sustained economic growth combined with a decline in the population resulted in an increase in per capita income from 1994 through 2008. However, that was mainly achieved through the expansion of aggregate demand, including fiscal deficits, and of the non- tradable sector (particularly real estate). The result was large current account deficits and excessive dependence on foreign savings, even as investors were becoming more risk-averse and financial resources scarcer. Moreover, this growth did not reach the most vulnerable: at the onset of the 2008 crisis, Croatia‘s poverty rate was still stubbornly high at 11 percent. 22/06/2017
- 84. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) Reducing the role of the state, which remains large, and thereby creating space and an enabling environment for the private sector are urgent priorities to facilitate recovery and growth. Improving the investment climate by cutting red tape and strengthening the rule of law would attract new entrepreneurs and foreign direct investment (FDI), bring in new ideas, technology, and know-how and open new export markets. Past government policies, visible in soft-budget constraints and high subsidization (at 2.4 percent of GDP in 2010, the level of subsidies in Croatia is double the EU15 average and three times the EU10 average.), limit enterprise restructuring and new business initiatives. There are still over 800 companies in state ownership, of which many could attract private interest and needed investments for modernization and growth. World Economic Forum data suggest that Croatia is far behind the rest of Europe with respect to knowledge-based development. The government can further reform product market regulation; remove administrative barriers for investments; reduce the logistics costs in trade; make the bankruptcy process more efficient; and modernize contract enforcement and property rights. Unleashing the large untapped potential in the fragmented, mostly public, research institutions, which are not doing enough to connect with markets and commercialize their work, could also help close the gap between Croatia and EU competitors in private sector productivity. 22/06/2017
- 85. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) Labor market reforms combined with education and social sector reforms to increase flexicurity and address skill mismatches, should aim to raise the labor force participation rate, currently among the lowest in Europe. The labor market needs to become more flexible to support employment growth (currently at low 59 percent compared to the Europe 2020 Strategy target of 75 percent) and labor force participation, which is particularly low among older workers, prime age men (25–54) and youth. However, labor market reforms alone will not be enough to improve employment outcomes. There must also be reforms of the social protection system to incentivize work, and of the educational system to make it more responsive to changing labor market demand, including increasing the number of well-trained skills-appropriate graduates, which in turn will require that education finance be addressed . 22/06/2017
- 86. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) Given the sluggish economy, making social safety nets more effective, that is better targeted and focused on ―needs‖ and not ―entitlement‖ within a responsible fiscal framework, is an urgent task. Croatia as noted spends much more on health and social protection than many other countries in Europe. The share of categorical benefits and entitlements – distributed according to the person‘s attributes rather than their income level – is very high and the share of poverty-focused programs much lower. Rebalancing this mix within social spending would not only contribute to fiscal consolidation but encourage higher labor force participation. The level and quality of social services currently fall short of what many Croatians would desire. However, this is combined with costly social insurance programs, which reduce labor competitiveness. Financial problems in pension and health systems weigh heavily on the national deficit and present growing concerns as the population ages. As the elderly population increases in Croatia, pressures will only increase. Therefore, reform of the health system, including further hospital rationalization, and deepened pension reforms to safeguard their adequacy will be critical challenges. 22/06/2017
- 87. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) To start collecting dividends from its geographical position as a gateway to Europe and to facilitate private sector growth, a careful prioritization of investment is needed. To build on its unique potential to become a regional logistics and distribution hub, Croatia would have to modernize core infrastructure (railways, energy, and information technology). Resources for renewing the railway infrastructure would need to be found in improved operational and financial performance of the national railway companies, including the appropriate setting of track access charge. Croatia will have to make considerable and sustainable efforts to comply with the EU environmental and climate change/energy acquis, which means that it should rethink the financing model to incorporate more private participation and more efficiently absorb EU funds. These investments would need to be supported by utility sector governance reforms to reduce fragmentation and exploit economies of scale. Although agriculture is vital for economic development, its large environmental footprint should be reduced, farming systems made less vulnerable to climate change, and agriculture harnessed to deliver more environmental services. 22/06/2017
- 88. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) MAXIMIZING THE BENEFITS OF EU MEMBERSHIP Beyond ensuring macro stability and achieving smart, sustainable and inclusive growth to raise Croatia’s competitiveness in the EU, the Government faces the strategic challenge of maximizing the use of EU Structural Funds. Recent events in the eurozone suggest that access to a large market and the political stability factor that EU accession implies, while crucial, are not sufficient to raise country competitiveness by itself. EU membership generates both opportunities and challenges, one of the latter being creation of a competitive private sector. To take advantage of a large market, structural changes in social sectors, education and the business climate are urgently needed. These measures are all aligned with the Europe 2020 Agenda for Smart, Sustainable and Inclusive Growth that Croatia will have to comply with after the accession. 22/06/2017
- 89. STRATEGY FOR SMART, SUSTAINABLE AND INCLUSIVE GROWTH: CROATIA (The World bank April 2012) A major priority for the coming two to three years will be to create fiscal space to absorb EU funds and avoid being a net contributor to the EU. Upon accession, the EU Structural and Cohesion funds available to Croatia will exceed €1.5 billion a year. At the same time, Croatia will also be obliged to contribute about €680 million annually to the EU budget. A number of new member states have found it a challenge to access and absorb EU funds effectively and efficiently. This requires a lot of preparatory work to get projects ready now for the time when EU Structural and Cohesion Funds can be accessed, as they represent a huge increase over pre-accession funds and a great opportunity to address Croatia‘s needs in transport and environment, as well as in innovation and modernization of production. 22/06/2017
- 90. . Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc Instead of conclusions: some remarks The short overview of the policy measures for supporting research innovation and entrepreneurship reveals that Croatia has a rather complex NIS that consists of various institutions, programmes and actions. However, it also reveals that the government prefers horizontal and generic policy measures and state aid programmes while the sectoral approach and support of the selected technology or research areas are rather neglected. The entire strategy of economic and technological development remains rather undefined and vague, illustrating that political and economic elites have not yet succeeded in defining priority areas and sectors that could be key drivers of progress. 22/06/2017
- 91. Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc A significant part of the goods and services that will be available in the market in 2020 are as yet unknown, but the main driving force behind their development will be the deployment of key enabling technologies (KETs). Nations and regions mastering these technologies will be at the forefront of managing the shift to a low carbon, knowledge-based economy, which is a precondition for ensuring welfare, prosperity and security of their citizens. Hence the deployment of KETs in the EU is not only of strategic importance but is indispensible (EU, 2009). Given these globalised processes, political and economic elites should think about what Croatia and its regions are ‘good at producing’ and which sectors could be the engines of growth. The simple imitation and copying of the European strategic papers and action plans is not sufficient for national development. 22/06/2017
- 92. Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc Priority interest could include various sectors that are similar to other EU countries such as biotechnology (genomics, molecular biology, nanobiotechnology, and bioinformatics), nanotechnology (new materials, nanoelectronics including semiconductors), energy (new sources of energy),water technologies and waste treatment, agriculture and food, ICT and tourism. However, in the majority of these areas Croatia should find specific niches of application of advanced technologies coming from frontier research while innovation breakthroughs are possible in a rather small portion. Yet, it would be useful to decide which of those areas should be prioritised as the engine of technological development and economic growth at least on the regional level. Regional development supported by the pre- structural funds (IPA) provides an excellent window of opportunity. 22/06/2017
- 93. Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc Smart specialisation can be understood as a new policy instrument that can support this process. Smart specialisation appears as a useful tool for Croatia to overcome the current bundle of mainly horizontal policy measures that are usually not only disconnected but also stand in mutual competition and can sometimes create rivalries among the public institutions and programmes and lead to a lack of synergy and efficiency of public policies, undecided and hesitating development strategies resulting in low impact on fostering technological transformation and economic growth. 22/06/2017
- 94. Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc However, there are many obstacles to the process of smart specialisation in technology follower countries like Croatia. The principal one arises from the lack of interactions between technology, institutions and social factors that commonly shape priorities and specialisations through the mutual co-evolution process. Since entrepreneurs, not public administration, should be the key players of smart specialisation, it is extremely difficult to design and implement an appropriate institutional framework and public policy supporting programmes. From the theoretical point of view it is clear that government should only encourage entrepreneurs to find their own way of growth and provide general support like education and research. 22/06/2017
- 95. Smart specialisation: some considerations of the Croatian practice Emira Bečić*Jadranka Švarc The right question for countries like Croatia with high unemployment, underdeveloped markets and obsolete technology competences is: are the entrepreneurs able to recognise the prospective areas of their specialisation? Some recent examples like resistance to changes in some declining industries such as shipyards or extremely slow restructuring of the whole economy give rise to some serious doubts about realistic self-positioning. On the other hand, the complex government policies mainly oriented towards science and technology presented in the paper have also not produced the hoped-for transformation. Therefore, it seems reasonable to conclude that only entrepreneurs and companies are the agents of change. They should take a lead in future development through their institutional set-ups and associations while smart specialisation would occur, very probably, as the natural way of catching-up. The key to economic development is in their hands, while government actions could produce results only by complementing the initiatives of the private sector. 2008–22/06/2017
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