apresentação de jean guinet no 3º congresso de inovação
TRANSCRIPT
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PROMOTING STRONGER, CLEANER AND FAIRERECONOMIC DEVELOPMENT
THE OECD INNOVATION STRATEGY
Jean Guinet
Head, Country Review Unit
OECD Directorate for Science, Technology and Industry
3rd Brazilian Innovation Congress, So Paulo, 19 August 2009
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OUTLINE
Preamble: a few words about the OECD
The Innovation imperative
Changing drivers of innovation
Implications for public policies
Concluding remarks: Innovation in the Crisis
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OECD an unique inter-governmental organisation
with limited membership but global reach
30 members, including all leading market economies from Europe,America and Asia, but
No longer a rich-mens club
Successive enlargement rounds have increased the weight ofcatching-up economies among membership (e.g. Turkey, Mexico,
Korea), including current accession process (e.g. Chile, Russia)
Enhanced engagement strategy with Brazil, China, India, Indonesiaand South Africa
Strategic partnerships with major regions (MENA, ASEAN)
Formal relationships with 70 non-member countries
Increased co-operation with other international organisations (e.g.World Bank, UNESCO, UNCTAD, Inter-American Development Bank)
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OECD - a knowledge pool and hubfor policy dialogue and analysis
It helps governments to design and implement efficient policies, byproviding:
A platform for the identification and learning of best policy practices
Fact based analysis and international benchmarking indicators
Country-specific evaluation of public policies
Support for better policies through peer reviews, recommendations,guidelines and other soft regulations
It has a multidisciplinary approach across wide ranging policy domains
(macro-economy, S&T, education, environment, tax, investment,development aid, energy, regional development, etc.)
It serves governments but engages all other main stakeholders,
business, civil society, and NGOs
BIAC, in which CNI is member, is the main interface with business
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The Innovation Imperative
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Our growth path before the crisis was not sustainable,
economically, environmentally, socially and therefore politically:
Stronger productivity growth is needed to enhance efficiency andsecure good prospects for long term socio-economic developmentworldwide
Pressing need to address global problems, e.g. climate change, foodsecurity, health, energy
Resist the trend towards increasing inequalities in the socialdistribution of the costs/benefits of economic development
The OECD Innovation Strategy: a collective policy response
Ministerial Mandate from May 2007: Boosting innovation must be akey objective of government policies to promote sustainable growth;
But how best to do it?
Final report for the OECD Ministerial in 2010
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Multi-FactorProductivity
Innovation conditions increasingly thegrowth potential of leading economies
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Decomposition of cross-country differences in GDP per capita into their determinants, 2005
(United States = 100)
GDP PPP per capita TFP Human capital Physical capital Employment
United States 100.0 100.0 100.0 100.0 100.0
Canada 83.5 72.0 103.3 105.8 106.0
Japan 72.6 52.6 100.4 130.7 105.1
China 9.8 13.6 57.3 105.2 119.5
India 5.2 12.7 47.7 98.3 87.1
Brazil 20.5 29.3 70.1 103.1 96.8
Russian Federation 28.6 31.5 84.9 97.4 99.3
EU27 + EFTA 64.7 67.8 91.2 114.1 91.3
Total World 22.8 27.9 64.2 104.2 95.8
Source: OECD.
Worldwide, differences in GDP per capita reflect mainly gaps inproductivity and, to a lesser extent, in human capital
Potential for catching-up through a higher rate of accumulation ofphysical capital or a faster growth of employment is much smaller
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A slowdown ofproductivitygrowth occurredin most OECDcountries severalyears ago
It has been morepronounced in
countries whichhad the highestproductivitygrowth prior to2004
This was due in part to a marked slowdown of capital deepening andthe diffusion of ICT equipment
The possible maturation of technological trajectories which had beenvery dynamic so far should be a concern
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An ever growing number of highly developed countries adopt morearticulated and ambitious innovation strategies
Economic development policy in countries as diverse as China, Chile,
Korea or South Africa reflects a change in the understanding of therole of and interplay between the creation and diffusion of technology
The idea that countries need to exhaust their potential for catching up
before entering own innovation and R&D activities is unhelpful
This creates frictions of convergence: IPRs, competition for talents,forced technology transfer, standards, etc.
The scope for international learning of best policy practices increases, as doesthe need for enhanced international cooperation in dealing with frictions and inproducing the international public goods that are necessary to respond toglobal challenges
The innovation agenda of high- and middle-incomecountries is converging
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Increasing returns on investment in knowledge may lead togeographical concentration of innovative activities
Youngest populations are often located in areas with lower
education and training capacities. Demand of low skills falls whileglobal supply increases
Growth strategy of rich countries / individuals contrasts with survivalstrategy of poor countries / individuals
This creates conflicts of divergence within and among countries:immigration pressures, social unrest, insecurity, environmental
damages (e.g. deforestation), counterfeiting and piracy, etc.
Issues such as innovation and development , social impacts of
innovation , or socially-inclusive innovation policy should receive moreattention
But marginalisation of low-income countries andlow-skills in high-income countries is a risk
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The OECD Innovation Strategy starting point:Changing drivers of innovation calls for new innovation policies
Expanding knowledge andnew business models
Demand pull: Theimperative of sustainability;new social needs
Globalisation of innovationmarkets and inputs
Public governance
Policy mixes &instruments
changes in
Lead to
The respective rolesand modes of interaction
of the main actorsin innovation systems
Policy responses need to be
effective in achieving national goals,but also internationally compatible
Positive Sum Gameat the global level
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Changing drivers of innovation
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More actors to engage in changing innovation processes
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New global players have emerged
China is now the third
largest investor in R&Dglobally (about the sizeof Germany)
Chinas growth of R&D
spending has been onaverage 18% a yearsince 1995
Chinas GDP R&D
intensity is growingrapidly (now close to1.5%)
China now produces
almost as many
publications onnanotechnology as theUnited States
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Greater participation, by a wider range of actors,is enabled by new innovation platforms
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Internet empowers innovative peoplewithin innovative organisations
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Innovation is therefore increasingly cross-borders(institutions, countries, disciplines) and demand pulled
Universities andResearchInstitutions
Start-ups,Consultants,
Engineering Firms
Suppliers
Competitors (Co-opetition)
Customers
Out-LicensingPartner
Spin Out
Outside-in Open Innovation Inside-out Open Innovation
The Open InnovationBusiness Model
Share of patents withforeign co-inventors (%)
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Innovation is also broader in scope
Technology is only one approach to innovation and value creation
Soft, non-R&D based innovation is gaining in importance, especiallyin the fast growing service sector
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Implications for public policies
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An ill-defined silver bullet for solvingall problems, or a simple catchwordin rhetorical politics
The cover for beggar thy neighbour,
outdated industrial policies, inspiredby techno-nationalism
An indiscriminate rush towards any
form of novelty
A free lunch (free riding on worldknowledge)
A nano-bio-ICT High-Tech myopia
A mobilising vision and the ambition toachieve it through the effectivecoordination of many policies
An effort to consolidate existing or
build new comparative advantages inan open environment
An effort to channel creativity towardssocially useful purposes
An investment strategy, by both thepublic and private sector
An inclusive approach, promotingvalue-creating change throughout theeconomy and society
Guiding principles: what an innovation strategy
Should not be Should be
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Policy principles, not a one-size-fits-all strategy
OECD CountryReviews are a
complementary,customizing tool
Completed and published:
Luxembourg,Switzerland, NewZealand, South Africa,Chile, China, Norway,Hungary, Korea
To be published soon:
Mexico, Greece
Under launch:
Russia, ASEAN, Turkey
International compatibility requires:
International openess; Adherence to a common core of rules regarding
framework conditions for innovation and public intervention Mutual recognition of legitimate differences in policy approaches & instruments
Joint investments in the provision of international public goods
Prioritisation in accordance to underlying comparative advantages
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Framework conditions for innovation
(Functioning of markets, corporate governance,IPRs, education, infrastructures, etc.)
S&T and innovation policy
Policies tosupport
investmentin science
& R&D
Policies tostrengthen
linkages withininnovation
systems
Policies toenhance
innovationcompetencies
of firms
Engage
appropriatelyeducated &
trained people,as workers,
citizens,
consumers &
entrepreneurs
Secure the
appropriatelevels of
complementarypublic and
private
investments
The scope and strategic tasks of innovation policy
Ensure aproper valuation
of knowledgeand its circulation
through
networks andmarkets
Promote
innovation in
government,including as
lead user
Provide
supportive
communicationand other
infrastructures
Enhance the
contributionof publicresearch
GOVERNANCE
POLICY MIX
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Vision, leadership and coordination
Develop a mobilizing vision through a participatory process engaging allmain public and private decision makers
Provide a stable platform (e.g. an innovation council), anchored at thehighest level of government, for coordinating actions to achieve the vision
Secure resources to implement relevant public policies with a medium andlong term perspective
Legitimacy, efficiency and adaptability
Ensure the participation of all stakeholders in policy design, beyond the S&Tcommunity, including SMEs and foreign firms, ministries with responsibilitiesfor key framework conditions, representatives from vocational training.
Coordinate relevant policies among different levels of government, includingthe international level
Implement best practice public management tools in steering and fundingpublic organizations, e.g. public-private partnerships, performance contracts
Mobilise strategic intelligence in support of policy making, e.g. throughevaluation and foresight
Public governance of the innovation system
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Vision, leadership and coordination
Develop a mobilizing vision through a participatory process engaging allmain public and private decision makers
Provide a stable platform (e.g. an innovation council), anchored at thehighest level of government, for coordinating actions to achieve the vision
Secure resources to implement relevant public policies with a medium andlong term perspective
Legitimacy, efficiency and adaptability
Ensure the participation of all stakeholders in policy design, beyond the S&Tcommunity, including SMEs and foreign firms, ministries with responsibilitiesfor key framework conditions, representatives from vocational training.
Coordinate relevant policies among different levels of government, includingthe international level
Implement best practice public management tools in steering and fundingpublic organizations, e.g. public-private partnerships, performance contracts
Mobilise strategic intelligence in support of policy making, e.g. throughevaluation and foresight
Public governance of the innovation system
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Science, technology and innovation policy
Policies tosupport
investmentin S&T &innovation
Policies tostrengthenlinkages within
innovationsystems
Demand-side measures
Supply-side measures
e.g. Procurement policies
e.g. R&D tax incentives
Grants
e.g. Public-privatepartnerships
Policies toenhanceinnovation
competenciesof firms
e.g. Promotionof entrepreneurship
& innovation
in SMEs
A balanced STI policy mix
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Concluding remarks: Innovation in the crisis
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Experience demonstrates that private investment in innovation is pro-cyclical
The impact is likely to be biased against firms which are more dependent on
external financing (e.g. SMES and start-ups) and against product innovation, as
opposed to cost-cutting improvements Risk of negative feedbacks on public research (mutual de-leveraging)
Reduced propensity to invest in ICTs and human capital and lower incentives toinnovate for a greener economy
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Incentives and funding
Firms innovation time-span shortens and
risk-averseness increases
Longer-term and higher-risk R&D projectsdelayed or stopped
Firms capabilities to co-fund research in
universities and institutes diminishes
Private venture market for growth funding
frozen
Public support critical in maintaininginnovation activity
Innovation policy in economic downturn
Demand and user orientation
Competition increases as demand slows
Downturn creates new needs, e.g. as firms
modify business models, supply networksand outsource, etc.
Customer-focused and user-driven
innovation gains even more importance
Speed and cost-effectiveness emphasisedin firms innovation activities
Fast and agile innovation modelsneeded
Broad-based innovation
Innovation = Knowledge-based competitive
advantage
Using and combining both technological and
non-tech know-how as source of innovation
Service, business models, work-life
innovation, every-day innovations
Training for putting innovations in use
Continuous innovation supports cost-chase and increases productivity
Spring-board for new growth
Firms long-term R&D must be maintained
also in downturn
Firms co-operation with PROs must be
supported
Developing and renewing innovativeclusters should remain a priority
Maintaining longer-term R&D is crucialto support creative destruction andrenewal and build stronger basis forfuture growth
Source: Adapted from Peltonen (TEKES).
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Contact:
Thank you for your kind attentionObrigado pela vossa ateno
www.oecd.org/sti/innovation
Web Resource:
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