joint research centre - eu neighbours
TRANSCRIPT
The European Commission’sscience and knowledge service
Joint Research Centre
Smart Specialisation StrategiesBeyond EU
Monika MatusiakTbilisi, 1 October 2018
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The concept of smart specialisation as a place-based innovation policy
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Smart Specialisation Strategy (S3)
• Smart specialisation strategy = Research and Innovation Strategy for Smart Specialisation (RIS3)
• In the EU – connected with Structural Funds
• Implemented mostly at regional level (NUTS2)
• Guidance and support: S3 Platform, Guidebooks, Thematic Partnerships
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Smart specialisation in the EUREGULATION (EU) 1303/2013Applies to the European Regional Development Fund (ERDF)
Ex-ante conditionalityA national or regional smart specialisation strategy is in place that:
• concentrate resources on a limited set of R&I priorities
• to maximise the positive impact on growth and jobs
over 120 smart specialisation strategies for ERDF prepared
more than EUR 67 billion allocated
to:• bring 15 000 new products to the
market• create 350 000 new jobs• create 140 000 start-upsby the end of the programming period
2014-2020 ERDF Eligibility map based on GDP per capita in PPS, 2007-2009
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Smart specialisation in Enlargement and Neighbourhood countries
• Based on expression of interest
• JRC supportwherepossible
• Ownershipand involvementneeded
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Smart specialisation worldwide
• Based on expression of interest
• JRC supportwherepossible
• Ownershipand involvementneeded
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Concept of smart specialisation (S3)
Challenge S3 answerImpossibility to finance all the needs by public sector
Prioritisation
Need for impact and resultsInvestment in domains with critical mass, growth dynamics and highest
chance of impactLack of trust Open, transparent process, based on
evidence and dialogueComplexity of innovation
systems Combination of different sources of
data: economic, innovation, scientificLow efectiveness of
traditional ‘silos’ policiesCross-cutting approach: coordination
with research and innovation, industrial, cluster, education and
regional development policies
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Innovation paradigm in less developedcountries and regions
‘The central process of innovation is not science but design. … …Thus, the notion that innovation is initiated by research is wrong most of the time. …’ (Kline, J. and Rosenberg, N, 1986: p2880).
In reality, there are no true “non-R&D-intensive sectors” > 17% of firms in high tech sectors do not do any R&D, 27% in the medium-tech sector and 58% in low tech sectors (Som, 2012) > over half of all innovative firms in Europe do not perform R&D (based on CIS)(Arundel, 2009)
Share of enterprises engaged continuously in in-house R&D activities: EU-CEE 18%; EU South-20%, EU-North-34%
Source: S. Radosevic, UCL
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Different nature of innovation activities between the EU core and periphery
Structure of innovation expenditures 2010-2012 in EU28 regions
0.550.50
0.190.26
0.390.39
0.73 0.63
0.060.11 0.08 0.11
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
EASTERN EUROPE SOUTH NORTH EU28
Other expenditures
Expenditures on R&D
Expenditures in acquisition of machinery,equipment and software
Source: S. Radosevic, UCL
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What is Smart Specialisation?
• National/Regional Research and Innovation Strategies forSmart Specialisation (RIS3 strategies) are integrated,place-based economic transformation agendas that:
• focus policy support and investments on keynational/regional priorities, challenges and needs forknowledge-based development.
• build on each country/region’s strengths, competitiveadvantages and potential for excellence.
• support technological as well as practice-based innovationand aim to stimulate private sector investment.
• get stakeholders fully involved and encourage innovationand experimentation.
• are evidence-based and include sound monitoring andevaluation systems.
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Key notions of the smart specialisation concept
• Critical mass sufficient to start the transformationprocess
• Evidence supporting the policy choices
• Dialogue to really understand the needs
• Governance to make it happen
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Concept of smart specialisation (S3)
Economicpotential
Societalchallenges
Scientificpotential
Innovativepotential
Niches to compete on internationalmarkets
Opportunitiesto move upthe valuechains
Adding valueto existingactivities
Create newsolutions
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Concept of smart specialisation (S3)
Example:
Economic potential:High level of production
and employment in agriculture and food
processing
Scientific potential: Top level pharmaceutical
and biotechnology research
Societal challenge:Health – obesity and
cardiac disease
Innovative potential:Quickly growing bio-tech
cluster
S3 priority:Function foods for cardiac patients
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Concept of smart specialisation (S3)
Smart specialisation is:
• A knowledge-based economic transformation
• A place-based innovation policy
• A bottom-up process based on evidence
• A process of public-private dialogue on the bestallocation of public resources
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2 key S3 processes
Institutional discovery:• Political mandate• Right coalition of ministries, departments, agencies and
other public institutions• Learning and adaptation process• Stability and consequence• Learning to talk to external stakeholders and build trust
Entrepreneurial discovery:• Process of discovering real business needs and
ways to address them based on knowledge and innovation
• Mobilising and enabling businesses to answersocietal challenges
• Quadruple helix: business, academia, civicsociety and public authorities
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How we work
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Smart specialisation – how to get there
•Who will initiate the process?•Who will be responsible for the process?•Who will take part in the process?•Who will ensure implementation and monitoring?
Ownership
•What are our strenghts and weakensses?•What challenges do we face?•What does the hard data say?•How should hard data be interpreted?
Knowledge
•With whom do we need to discuss to understand the situation and the way forward?
•With whom do we need to discuss to secure implementation?•Who is necessary to build consensus?•Who is necessary to create leverage effect?
Dialogue
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INSTITUTIONAL CAPACITY BUILDING
MAPPING EXERCISE
ENTREPRENEURIAL DISCOVERY PROCESS
INSTITUTIONAL CAPACITY FOR IMPLEMENTATION
FINAL S3 STRATEGY
Framework for smart specialisationwithin E&I Action
start
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JRC Support
• Awareness events
• Training of national/regional S3 team for target countries/regions
• Methodological guidance
• Publications
• Expert support (depending on country agreements)
• Training of EDP coordinators and facilitators
• Help in identification of external financing sources
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Institutional capacity
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National/Regional Smart SpecialisationTeamInternal stakeholders External stakeholdersRepresentatives of national administration responsible for: Economic development Research&Innovation Clusters&Industrial
modernisation
Representatives of business: Associations Clusters Chambers of commerce Key companies Most innovative companies
Representatives of regional/local government
Representatives of science: Top universities/departments Research institutes Patent holders
Regional/local development agencies
Representatives of civic society: NGOs Educational institutions
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National/Regional Smart SpecialisationTeam
Needs to be able to organize and oversee the process of drafting the strategy
Needs to be able to secure the implementation and monitoring
Should be formalized/appointed
Should have direct link with decision-makers
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National Policy Framework
What will be the role of smart specialisation strategy?
Who will adopt it?
How will it be coordinated with other strategies/policies?
How will it be implemented and financed?
Who will hold responsibility for monitoring and updating?
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Implementation measures
PUBLIC:What financing measures are available at regional/national
level?
Which EU programmes can be used?
Can financing from other international donors be helpful?
PRIVATE:Will businesses be willing to co-invest?
Can venture capitalists/business angels be interested?
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Mapping exercise:evidence base for smart specialisation – quantitative and qualitative analyses
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Quantitative and qualitative analyses
Economicpotential
Innovativepotential
Scientificpotential
Preliminary priority domains
Quantitativeanalysis
In-depth
interviews
Case studies
Qualitative analysis
Focus groups
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Types of quantitative indicators
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Economic potential
Top three sectors in the WB6 by revealedcomparative advantage
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Economic potential
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Innovative potential
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Scientific potential
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Scientific potential
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Scientific potential
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Scientific potential
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Qualitative inputs
• What is the innovation path in your target group?
• Where is the need for public intervention?
• How can you design appropriate instruments?
• What is the necessary policy mix to cover the ecosystem?
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Entrepreneurial discovery process
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Quadriple helix – who should take part in defining S3
Businessmanufacturing and
services, primary sectors, financial sector, creative industries, social sector,
large firms, SMEs, young entrepreneurs, students with business
ideas, cluster and business organisations, etc.
Researchpublic and private research bodies,
universities,science and technology
parks, NCPs,Technology transfer offices, Horizon2020 committee members,
regional R&I roadmaps etc.
Different departments,if relevant at different
government levels, agencies e.g. for regional development,
business advice, public procurement offices,
incubators, etc.Public administration
NGOs and citizens’ initiatives related to
societal challenges for which innovative
solutions would be helpful, consumers
associations, Talents! etc.
Civil society / Users
Entrepreneurial in composition andspirit: (risk-taking, broader view
beyond boundaries …)
Businessmanufacturing and
services, primary sectors, financial sector, creative industries, social sector,
large firms, SMEs, young entrepreneurs, students with business
ideas, cluster and business organisations, etc.
Different departments,if relevant at different
government levels, agencies e.g. for regional development,
business advice, public procurement offices,
incubators, etc.Public administration
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Why is it important to take partBus
ines
s •Opportunityto express real needs
•Chance to get targetedsupport
•Beterunderstanding of strategicchallenges of the sector
•Betterknowledge of value chains
•Chance to meetpartners and start newinitiatives
Rese
arch
•Chance to presentideas to the right target group
•Commercialisation of research
•Identificationof real business and societalneeds thatneedaddressing
•Technology transfer
•„Real life” research
Civ
icso
ciet
y •Chance to express needs and challenges
•Give userexperienceto proposednewsolutions
•Take part in creatingtransparent public policies
•Contributeto socialinnovation
Publ
ic a
utho
ritie
s •Creatingpolicies thataddress real needs
•Involve in meaningfuldialoguewith stakeholders
•Get feedbackfrom target group
•Createpolicies thatbring resultsand haveimpact
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Entrepreneurial discovery process (EDP)
EDP is the essence of smart specialisation
It means discovering together with businesses, whatneeds and can be done to improve innovativeness and competitiveness
It should be a continuous, transparent and evidence-based dialogue
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EDP is a continuous process
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Sustaining an inclusive and continuous EDP
Role of stakeholders – Trust and participation • Commit to the strategic objectives identified in
S3 strategies• Engage in the different stages of the policy-
making process
Role of government – Inclusive governance• Enable platforms for targeted stakeholders’
interaction and policy coordination• Build flexible structures and incentives to allow
policies to evolve and adapt to a changing reality
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Implementation
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Implementation
Implementation structure showing responsibility for delivering objectives and actions
Governance scheme including internal and external stakeholders
Continued interministerial/interdepartamental dialogue
Policy mix – synchronised instriuments/measures that will enable the achievement of objectives
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Good governance of S3:Seven Principles
