tci 2013 regional smart specialization realities from an issues stand point
DESCRIPTION
By Anna Ntinidou, Open Arena 5, LU Open, Lund University, Sweden, presented at the 16th TCI Global Conference, Kolding 2013.TRANSCRIPT
Regional Smart specialization realities from an Issues stand point Anna Ntididou
Cluster lab: Competence driven vs. issue driven smart specialization and impact result
4 september 2013
@16th TCI Annual Global Conference
3-6 September 2013, Kolding, Denmark
Regional Smart specialization realities from an Issues stand point
How can open Innovation processes speed up impact & results?
Skåne• Area: 10 939 km2 • Population: 1 243 329• Density: 112.8/km2
Knowledge Key to Innovation :To increase the impact of university research and knowledge
Joint initiative between the higher education institutions in the counties of Skåne and Blekinge (2011–2013)
Catalyst for cooperation in the Regional Innovation System
Effectiveness and coordination of efforts Synergistic effect in interdisciplinary cooperation Focus
Challenges – needs driven innovation Open Innovation principles & processes
“smart specialisation” - launched at EU level to emphasise the importance of basing prioritisations in innovation strategies and subsequent initiatives on a fundamental analysis of the requirements for future competitiveness at all political levels. Focus is also on regional players’ participation in strategy development.
Open Arena 5 : Synergy with and contribution to STRATEGY 2020: An International Innovation Strategy for Skåne ‘smart personal health’, ‘smart sustainable cities’, ‘smart materials’ Developing new innovative areas and creative environments Sub-strategy
: From cluster initiatives to the development of open innovation arenas in Skåne
Aims To increase the impact of university research and
knowledge To strengthen the innovative capacity in the region through
the increase of utilisation of university research To develop and test new methods and tools to this end To establish an open collaboration arena/platform in the
region between academia-society-business Thematic areas
Smart Cities Food Environment Personal Health ICT as a catalyst
Sustainability as a horizontal thematic
Implementation: Project Leader: LU Open
Joint Learning and capturing of lessons learned
Pilots - interdisciplinary innovation arenas to test new methods and tools-new methodologies for collaboration models1. Green Development - ORIGO (SLU Alnarp)2. Food, Environment & Health - Open Innovation Arena (HKR)3. Prototyping the Future - ICT Tools for Innovation (MAH)4. IT and Internet-based solutions within Health & Smart Cities (BTH) 5. Bridging Academia & Knowledge (LU Innovation System)
one unique team
Academic intrapreneur
SME/Public sectorTeamleader
Business advisor
Expert
Scentific researcher
Academic intrapreneur
An innovation model
SME/Public sectorScentific researcher
Proof of concept Proof of development
Research result Product/service
one team - # milestones
Risk management as a particularly crucial aspect Milestones focused on commercial product development Time to market effectiveness Increased potential to involve SMEs
University Researcher
Origo modelPhD Intrapreneur
Risk managementResearch based product development
Academic material
Research results
Market potential Commercial product development
Innovation
Origo 2012/ SLU; Kristina Santén, Patrik Stolt, LU;Helena Ljusberg
Industry
Public sector
Proof of developmentProof of concept
Risk management as a particularly crucial aspect Time to market effectiveness Increased competitiveness Commercial product development Increased potential to involve SMEs
Project formulated by challenges and needs Project created and changed according to needs
Project that fails
Project that achieves commercialisation or implementation in a business environment
iterative processes
Challenge
Challenge
External/Internal Knowledge and Insight
Collaborative Methods & Tools
OPEN INNOVATION PROCESS
HKR & KRINOVA Open Innovation Arena
Model key aspects: nature in challenge driven innovation interdisciplinary teamwork and knowledge complementarity triple-helix collaborative effort and insight, including participatory processes early fail aspect, crucial for level of investment efficiency and time to implementation
WORKSHOPS- Coopetitions
WORKSHOPSIdentification and definition of challenge and problem
WHAT EXISTS? INSIGHTS? Current knowledge level and competence Available solutions and companies Research,
Project result and Societal Challenges
Insight
AssignmentFormulation
Invitation to researchers,
companies,public sector
identified project-embryo
DESIGNPROCESSES- Translation and metaphors - Team prototyping
Testbed-Assignme
ntformulatio
n
CROWD SOURCING- Development
From Challenge to Idea to InnovationAn iterativ innovation process
Support from innovation actors in ecosystem
From Challenge to Idea to InnovationAn iterativ innovation process
Prof ofConcept
INNOVATION- Commercialisation- Beta launch
PITCH
Unique and valuable new:- Process- Concept - Product/service
BTH ModelCases coming from researchers (push)
and the industry (pull)
Students
Pilot Leader
Workshops: Researchers fertilize the
industry ideas
Academy
Students: Product/prototype
tests
The link between the industry and the academy, identifying cases, creating workshops, business development,
attract commercial partners
Proof of Concept
Proof of Concept: Business
development & prototyping
Industry
Workshops: The industry fertilizes the researchers
ideas
.
Modell 2:
Prototyping the Future Model
Key aspects: Fast failure IPR not crucial
LU Innovation System Pilot: Bridging Academia & KnowledgeMaking knowledge available to business in life science
• MAX lab infrastructure mostly used by university researchers
• Goal: To make infrastructure available to life science industry To stimulate increased usage of facilities
• Effect: Competence development together with industy Facilities as a resource for product development Increase of international attractiveness of the region
• Key aspect: Facilitator function
Lessons learned until now• Systems innovation is a top to bottom attitude for policy makers, ‐ ‐ ‐
universities, industry, customers and users. This is the spirit of Open Innovation Arenas in theory.
Reality: It takes time and bottom-up efforts to change processes but challenge driven processes speed up impact
• Regional “smart specialisation” priorities are successful in streamlining regional efforts between innovation players since these are based in the analysis of the cluster realities and competencies in the region.
• Open Arena 5 avoided dread-lock through a bottom-up approach that respected the needs of the actors in the innovation system and moved slowly towards new open innovation models as a first step toward integration of university efforts in the region.
• Key aspect: Intermediary function • Issues and challenge driven open innovation processes speed up impact
& results since they showcase reality and success & failure stories, contribute therefore in changing established practices.