triple helix international conference 2013 · business environment tax incubator living labs...
TRANSCRIPT
London, 8th of July 2013
Christian SAUBLENS
TRIPLE HELIX INTERNATIONAL
CONFERENCE 2013
No-Nonsense approach to Smart Specialisation
Statement
RIS3 is about place-based unique competitive
advantages and requires
Evidence of competitive advantage
governance
implementation
monitoring & evaluation as management tools
→ Is the triple helix concept suitable for this? If not, how can it
contribute to the success of the RIS3 approach?
Evidence of place-based competitive
advantages What are the real regional assets?
How to measure their efficiency?
Infrastructure (tangible & intangible)
Human
Financial
Social
R&D
Innovation
Natural and cultural
Sustainable development
Institutional and administrative
Attractiveness
Almost all EU countries/regions have
Universities
Research centres
Incubators
Science parks
Clusters
Enterprises
Innovation agencies
Research programmes
TTO
Living labs
FP7 successful applicants
BUT the innovation divide in the EU continues to grow
SO? Where are the serial entrepreneurs and the early stage investors?
RIS3 priorities
Where are the advantages, if every region has the same ambitions?
For instance in
Aerospace
Nanotechnology
ICT
Biotechnology
Health
Agrobusiness
Automotive
Alternative energy
What about «niches»?
Knowledge cycle in a region
Existing
Creation
Customisation Exploitation
Anchoring
• People
• Traditions, know-how
• Patents
• Research
• Experimentation
• Living labs
• Imitation
• Adaptation
• Licensing
• Innovative products/services
• Start-ups
• Clusters
• Partnership
• Knowledge transfer
• Talent attraction
• Knowledge take-up by
enterprises
Depreciation
?
• Foresight
• Market intelligence
• Stakeholder interaction
• Relevance of RDTI
• Outsourcing
• Offshoring
• Delocation
Source: EURADA
The three-pillar bridge to pass across the “valley of death”
of an excellent regional innovation strategy
Inspired by Gabriel M CREAN’s presentation at Regions for Economic Change 2012
Technological facilities
Pilot deployment
Competitive manufacturing
Science Technology
& finance
Innovative
products &
services
solution
Production
Researc
h
Inn
ovati
on
Co
mm
erc
iali
sati
on
The process from knowledge to market
• IPR
• Market intelligence
• Commercialisation potential
RESEARCH
KNOWLEDGE
DISCLOSURE
ASSESSMENT
PROTECTION OR
OPEN SOURCE
KNOWLEDGE
EXPLOITATION OR
TRANSFER
LICENSING TO
EXISTING
BUSINESSES
CREATION OF A
START-UP
COMMERCIALISATION
• SME innovation
management capacity
• Brokerage
The gap in the EU’s knowledge
excellence to market route Patent Shares and Production Shares in Key Technologies (in %)
Europe North
America Asia Others
Lithium-Ion Battery
Patent Share (2005-2008) 10 17 60 13
Production Share (2008) 0 1 87 12
Market Share (2008) 0 1 95 4
Bioethanol
Patent Share (2005)* 36 34 23 7
Production Share (2009) 5 54 3 38
Market Share (2010) 6 62 5 27
Microelectronics
Patent Share (2005) 22 30 46 2
Production Share (2010) 5 11 65 19
Market Share (2010) 13 18 69 0
PV-Cells
Patent Share (2005)** 29 27 42 2
Production Share (2009) 13 12 57 18
Market Share (2011) 71 6 11 12
Triple to penta-helix model
« Silicon Valley »-an model European model
Universities and research centres
Public & private
Talent attractiveness
START-UP & SPIN-
OFF
Universities and research centres
Public
LARGE
ENTERPRISE
CAPITAL
RISQUE
B.A. & V.C.
PUBLIC
GRANTS
Why RIS3 implementation might fail
Wrong assumptions lead to the wrong design of the tools to
be implemented
Myth 1: “Jobs and knowledge are created by SMEs”
Myth 2: “All enterprises are the same”
Myth 3: “Access to venture capital faces a chronic market failure”
Myth 4: “Innovation stems from R&D efforts”
Myth 5: “Evaluation is essentially an instrument to measure transactions such as the accounting use of budgets and the number of beneficiaries”
Myth 6: “The public sector constantly needs to socialise private sector losses”
Intervention
R&D policy
Entrepreneurship
Infrastructure
Education
Business environment
Tax
Incubator
Living labs
Prototyping
Design center
Science parks
Fab labs
Global competition
Standards
Procurement
First client
Type of enterprises
Spin-off
Gazelle
Hidden champions
Large enterprises
Support services
Coaching
Mentoring
Professional
services
Clusters/interclusters
University-enterprise partnership
Diaspora
Sustainable development
Ageing population
Social innovation
Research centres
TTO
Technology centres
Open innovation platforms
Collaborative projects
RDAs
e-platforms
Brokers
Voucher issuers
Loans
Guarantees
Equity
Grants
Investment readiness
Education
Talent
Skills
Vocational training
Students’
outplacement
Barriers
Cost
Financing
Marketing
Competition
Information
Talent
RIS3 SUPPORT SERVICE ECO-SYSTEM
Knowledge flows from Region A to Region B
PEOPLE BASED ACTIVITIES
Mobility
Participation in networks Attending conferences
Coaching/mentoring/training Joint publications
COMMUNITY BASED ACTIVITIES
Exhibitions/fairs
Conferences/workshops Technology showcases
Clusters internationalisation
TECHNOLOGY TRANSFER ACTIVITIES
Purchase of patents
Licensing Spin out attraction
ENTERPRISE BASED ACTIVITIES
Joint research Joint ventures
Co-development Prototyping and testing
Staff mobility Consultancy services Soft landing packages
Feasability studies
SME typology
Would-be entrepreneurs
Newly-developed companies
Spin-outs and spin-offs of large businesses, research centres and universities
Start-ups (less than five years in existence)
Locally-rooted companies (micro-businesses and craft companies)
Entrepreneurial growth companies
Innovative businesses and companies leveraging RTD outcomes
Companies in the process of being transferred
Subcontractors
Companies at risk of bankruptcy
Phoenix enterprises
Multinationals
Social enterprises
Entrepreneurs by necessity
Life style entrepreneurs
Born global
Hidden champions
Family-owned enterprises
Number of beneficiaries
Basic support
services
Intermediary
support
services
Advanced support
services
World class support
services
First contact,
promotion of on
the shelf
services, online
info
Events,
workshops,
general advice
and funding
Specialised services
and funding, vouchers,
cluster support
Excellence and high added value
support services and funding
scheme
Breakthrough technological innovation
New knowledge, competences, technologies
New products, technical solutions, production processes
New services
New designs or brands
Marketing innovation
New business operating models
New systems and networks
New life style ways
New working practices, organisations or management models
Frugal innovation
Social innovation
Public service realised in a new way
Types of innovation
1) R&D
2) Innovation
3) Demonstration
4) Production means
5) Proof of concept
6) Prototyping
7) IPR
8) Quality improvement
A) First client search
B) Investment readiness
H) Standard setting
C) Internationalisation
D) Human capital
E) Marketing/branding
F) Technology watch
G) Networking/clustering
Loans, equity,
guarantees
Grants
R&D+I, human
capital
Market &
Technology
intelligence
Coaching
Awareness
Third party
finance
Tax holidays
Cash
Cash
equivalents
Knowledge
acquisition
Knowledge
management
Financial
support
Non-financial
support
Support
service offer
Source: EURADA
Policy mix:
financial & non-financial support
Evaluation & monitoring
Use as a management tool, not as a bookkeeping exercise
Regional intelligene system to analyse and anticipate trends in the
RIS3 priorities
Test new SME support schemes
Adjust community and enterprise support infrastructues to new
trends
Check projects for their impact, not for their administrative eligibility
Usefulness, for instance patents = measure of knowledge, not value
for consumers = growth
Conclusion: which pitfalls to avoid?
1. Gap between the offer and demand
2. Transaction vs transformation
3. Capital recruitement
4. Organisation-centric
5. Politically driven
6. Short-term focus in long-term inflexible
programming period
7. Fuelled by grants
8. Poor knowledge management
My feeling as an S3 manager:
I have to sell balloons in the cactus shop
