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Setting the smart specialisation wheels in motion The key role of case studies for a better understanding of basic S3 concepts Patries Boekholt - Technopolis.

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Presentation on theme: "Setting the smart specialisation wheels in motion The key role of case studies for a better understanding of basic S3 concepts Patries Boekholt - Technopolis."— Presentation transcript:

1 Setting the smart specialisation wheels in motion The key role of case studies for a better understanding of basic S3 concepts Patries Boekholt - Technopolis Group

2 This presentation Considerations on S3 concepts Why case studies are an important ingredient for progress on S3 thinking How we can organise case study work 2

3 Different perspectives on Smart Specialisation Strategies The place-based perspective: regional or national public sector / policy organisations develop their RIS3 policy strategies The sectoral perspective: firms/clusters/ domains can have S3: Business strategies which most likely include a prioritisation of certain specialisations or niches where (international) competitiveness is expected Joint strategies (or roadmaps) that set out common challenges, collaborative developments, value chain considerations The research perspective: non-for profit research organisations have research strategies Which might include a prioritisation of certain disciplines or technology fields based on assessments where excellence can be reached or needs addressed 3

4 Challenge is to bring these strategy processes together 44 Smart Specialisation Strategies Regional Innovation Strategies and Social Agendas Business strategies and cluster roadmaps Research and education strategies The regions general framework conditions and assets International policy priorities National policy priorities

5 Some concepts used in the S3 debate 5

6 Entrepreneurial discovery process (1) Today innovations are rarely the outcome of one entrepreneurial genius coming 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 6

7 Entrepreneurial discovery process (2) Various actors can be the originator and driver of the discovery process Entrepreneurial individuals Innovative companies A network of companies -> Green building cluster Lower Austria An institution that has a mobilizing role in knowledge creation and dissemination -> IMEC in the NfH case Visionary policy makers -> UK gov. Ultra Low Carbon Vehicles The concept of General Purpose Technologies 7

8 How can choices be made with scarce public resources? ….. it can not be a completely open bottom-up let hundred flowers blossom approach -> it needs critical mass and good timing The ability to scale up to have an impact on a domain /region It might not be a planning doctrine,… but it needs to give a guidance to choose priorities Landabaso: (Tough) choices and critical mass Key challenges: what evidence and processes are needed to channel regional resources towards potential future markets? Which regional actors / capabilities can realistically turn innovative ideas into wealth creation -> evidence based How sure are we that future markets provide opportunities -> evidence, vision and belief based 8

9 9 What is the basis of deciding on priorities? Whether… It maintains and increases jobs in current firms /sectors => wealth in the immediate future? It is expected to create new jobs => wealth in the medium to long term future? It provides solutions to societal problems that are public in nature? It fits with the interests of the (most dominant) stakeholders today? It provides status to the regional stakeholders involved (e.g. choosing the most sexy upcoming technology domains in a me too fashion)

10 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 See for instance work by Christian Rammer et al. in Policy Mix Project on R&D Policies for Industrial Restructuring (2008) 10

11 A hypothesis for different roles by strategy type TypeStakeholdersRole of policy ModernisationStrongly 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 DiversificationStrongly indigenous business driven strategies, Role for wider cluster organisations Stimulate cross-fertilisation and networking, attract foreign investors, support with market and technology intelligence, …. RenewalStrong 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 11

12 General Purpose Technologies The concept as discussed in the S3 debate is not helpful to underpin S3 strategies In todays innovation models not evident where breakthroughs innovations will come from and what applications might prove very lucrative The GPT is too narrowly technology focused A clear cut division of labour in what regions should invest in GPTs and what regions should wait for trickled down knowledge as is suggested is not easily made 12

13 Case study approach 13

14 Key elements of RIS3 exercises 14 The stock of assets, actors, capabilities, policy instruments etc… S3 induced transformation processes Outcomes Governance templates Indicator based specialisation profiles Self-assessment tool Case Studies

15 Synthesis of case studies should be relevant for Policy makers: Good practices and examples of tools to analyse specialisation patterns, strategic policy approaches, stakeholder involvement processes, policy mixes, multi-governance coordination Examples of methods to monitor and evaluate S3 progress Stakeholders in sectors/clusters/domains Tools to map competences, to assess future markets and technologies Processes to develop joint agendas Examples of interaction in the triple helix The knowledge base and literature on S3 Empirical based typologies Insight in multi-layered, multi-governance strategy processes 15

16 A typology regarding the S3 match Reg. Government S3 Entrepreneurial S3 stakeholders Weak matchModerate match Considerable match Strong match Weak self-organising dynamics Moderate self-organising dynamicsSusChem Considerable self- organising dynamics Nanotech for Health Strong self-organising dynamics 16

17 Reader group to act as sparring partners for case authors Using a common lens to look at the case studies Not another checklist Focus on: Insightful description of the case Governance aspects S3 processes -> why, how, what? Good examples Policy learning 17

18 OECD proposed time-line 2012 18 2nd 10-11 May10 April 3r d Nov Reading groups 15 October Draft 1 25-27 June TIP Draft 2 5 Nov Comments Reading groups Draft 3 Dec TIP

19 19 Thank you technopolis |group| has offices in Amsterdam, Ankara, Brighton, Brussels, Frankfurt/Main, Paris, Stockholm, Tallinn and Vienna

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