1. STRATEGIC INTELLIGENCE AS A SUPPORT TO REGIONAL ECONOMIC & COMPETITIVENESS DEVELOPMENT THE REGIONAL COUNCIL OF LORRAINE EXPERIENCE Pierre BOURGOGNE Director of Innovation to the Regional Council of Lorraine (with the contribution of Hélène BISAGA – 3i Lorraine) Assembly of European Regions S’Hertogenbosch (NL) 18th & 19th of May 2006

2. CONTENT 1 – Lorraine economic profile 2 – Evolution of the Innovation Policy of Lorraine 3 – DECILOR – Economic intelligence set up 4 – Knowledge management (pilot action story) 5 – Lorraine’s network of Economic intelligence 6 - CETISME Cooperation to promote Economic and Technological Intelligence in SMEs 7 - STRATINC Strategic intelligence and innovative clusters building

3. 1 - LORRAINE ECONOMIC PROFILE

4. France VOSGES MEURTHE-ET-MOSELLE MEUSE MOSELLE ©IGN - Route 500® Germany Luxemburg Belgium

5. Lorraine key figures 2.3 millions of inhabitants (3.9 % of the French population), 23,500 km² 846,000 jobs (57 % in tert. Sector, 21 % in industry, 3 % in agriculture, 13 % in trade & business, 6 % in public sector) GDP 50 billions €/y (3.2 % of the French global GDP, rank 11) 80,000 students 80,000 companies (incl. craft) 80,000 looking for jobs 80,000 daily cross border commuters 40 % of active population with master degree (Eurostat 2004) 285 companies > 100 on staff restructuring region (coal and iron mines, steel industry…) 123 % foreign coverage (7th in France) French region ranking 5th for trade with NAC French N°1 cotton fabric, N°2 steel production, N°3 oilseed, beer, cheese ATTRACTIVENESS FOREIGN INVESTMENTS 3rd French region (absolute value) 1st French region (per capita)

6. A favourable geographic position 24 hours truck delivery: 50% of the European GDP 150 M consumers 6 European capitals 10 great international cities

7. 0 5'000 10'000 15'000 20'000 25'000 30'000 USA Schweiz Bassin Lémanique Baden-Württemberg Alsace Rhône-Alpes Nordrhein-Westfalen France Piemonte Western Europe (4) Rheinland-Pfalz Franche-Comté Steiermark LORRAINE 0 10 20 30 40 50 60 GDP per capita Output per man hour IBC Database GDP per capita Output per man hour Productivity per man-hour in USD 1990 prices and PPP 1997 exchange rate

8. Ile de France Rhône Alpes PACA Midi Pyrénées Languedoc Roussillon Limousin Limousin Basse Normandie Auvergne Poitou-Charentes Champagne- Ardenne Franche Comté Bourgogne Haute Normandie Nord-Pas-de-Calais Pays de Loire Pays de Loire Centre Bretagne Lorraine Aquitaine Picardie Alsace Scientifical and technical potential Industrialpotential DATAR Knowledge and industrial potentials

9. Research key figures 193 Laboratories 133 Entreprises 59 Intermediaries 3,650 Full time equivalent Public LaboratoriesEnterprises 33 % researchers77 % researchers or engineers 33 % PhD or post-doc11 % PhD 11% masters 7 % engineers 7 % engineers French rank 7 (2002) R & D expenditures 1.2 % GDP 5th French Scientific concentration

10. Scientific & technologic research poles Integrated engineering for design of products, materials & industrial process Software intelligence Safe sustainable managements of soils, agro-ressources & environnemental ressources ; Industrial & wastes safety & security Bio-engineering Dynamics & development of the Regional and European spaces

11. Technological resources in Lorraine R&D organisations excluded

12. 2 – EVOLUTION OF THE REGIONAL INNOVATION POLICY

13. Global ambitions “Lorraine must play in Première league of the European regions of knowledge in 5 years” “The Lorraine innovation system must become the most efficient one in France over the same period” Jean-Pierre Masseret President of the Regional Council of Lorraine Fall 2004

14. Evolution of the innovation policy 1995-2004 1995-1997 Regional Technology Plan (pre-RITTS/RIS) 1996 Regional innovation charter 1998-1999 Plan Lorrain 2000-2006 (regional policy document) 2000 CPER (7 years) State-Region agreement 2001 DECILOR strategic intelligence set up DG Research, DG Regio – Interreg III C 2002 Regional programme of innovative actions (Strat lnt. + ICT) – DG Regio 2002 creation of the first actual cluster in Lorraine (Aerospace) DG Regio - Interreg III A

15. Evolutions of the innovation policy from 2004 on 2004 financing of industrial research and development 2005 creation of pre-seed and seed founds (activities of high growth potential); participation to a trans- regional risk capital found 2005pilot action in knowledge management development of the clusters policy (medical devices, 5 pre-feasibility studies) development of the clusters policy (medical devices, 5 pre-feasibility studies) 2005 regional involvement in both projects of Poles of competitiveness (super clusters – MIPI & FIBRES) 2005 innovation governance DG Research Regions of knowledge

16. Recent evolutions of the National framework In 2005, creation of two new Governmental agencies AGENCY FOR INDUSTRIAL INNOVATION Management of strategic projects (budget > 100 M€) with European vocation led by large industrial groups involving high tech SMEs NATIONAL AGENCY FOR RESEARCH Support to research public and private projects (total annual budget of the NAR 750 M€)

17. Direction of Innovation Support to industrial innovationSupport to industrial innovation Support to the technological intermediaries (regional technology development network, 7 technological resources centres, 6 technological platforms, 5 other various technological centres, 1 national technical centre…)Support to the technological intermediaries (regional technology development network, 7 technological resources centres, 6 technological platforms, 5 other various technological centres, 1 national technical centre…) Strategic intelligence (DECILOR) and Knowledge managementStrategic intelligence (DECILOR) and Knowledge management Support to clustersSupport to clusters Support to academic start up incubator and BICsSupport to academic start up incubator and BICs European activities dealing with innovationEuropean activities dealing with innovation......

18. The three pillars of the innovation policy INFORMATIONMASTERINGInternalExternal BENCHMARKINGIndicatorsPractices FORESIGHT Key domains selection Scenarios TECHNOLOGICAL, ECONOMICAL AND SOCIAL MUTATIONS ENGINEERING

19. JOBS IMPROVING KNOWLEDGE AND INNOVATION FOR REGIONAL GROWTH ( 2nd guideline of the Cohesion policy in support Growth and jobs 2007-2013) INNOVATION GOVERNANCE 1. Increase and improve investment in RDT 3. Improve access to finance access to finance LISBON STRATEGY 2. Facilate innovation and andPromote enterpreneurship enterpreneurship

20. DECILOR ECONOMIC INTELLIGENCE SET UP Pierre Bourgogne & Hélène Bisaga (3i-Lorraine)

21. Client: textile sector, entreprise manufacturing support stockings Objective of information inquiry : improvement of the added value of support products (or development of new products) based on active pharmaceuticals or cosmetics to be added to the yarn or to the fabric that could be dispensed at skin level DECILOR Prestation: research of capsulable or graftable active cosmetics or pharmaceuticals and survey of information on liaison modes between avtive and textiles: Data base on comsetics ingredient - Coptis Ingredients of Advisanced Glossary of active actifs Etc. Example of intervention in textile sector (1)

22. Example of intervention in textile sector (2) Client: string and rope manufacturing SME (for agriculture and packaging applications, riggings, technical yarns…)Client: string and rope manufacturing SME (for agriculture and packaging applications, riggings, technical yarns…) Objective of the information inquiry: the development of a new manufacturing activity of textile strips needs new materials purchasing. The purchase bureau has few information sources on existing supplyers and looks for a methodological support for finding new synthetic and technical thread supplyers.Objective of the information inquiry: the development of a new manufacturing activity of textile strips needs new materials purchasing. The purchase bureau has few information sources on existing supplyers and looks for a methodological support for finding new synthetic and technical thread supplyers. DECILOR Prestation: methodology for the identification of synthetic yarns in Europe:DECILOR Prestation: methodology for the identification of synthetic yarns in Europe: –Information sources: exhibitions, companies data bases, specialised periodic, companies and news websites etc. ; –methodology for research engines: operators, examples of request, etc. ; –validation of the fund data.

23. Objectives of DECiLOR set up Development of economic intelligence methods and applications to SMEs Development of economic intelligence methods and applications to SMEs Contribution to the animation of industrial sectors Contribution to the animation of industrial sectors DECiLOR is designed for SMEs with less than 250 jobs, with headquarters or decision centres in Lorraine belonging to 8 industrial sectors - metal mechanics - textile and clothing - wood related activities - nutrition, agro-food and non food, biotech - medical devices - glass - environment soils and water - hydrogen & fuel cells* - polymers and composites (start in 2006) DECiLOR is designed for SMEs with less than 250 jobs, with headquarters or decision centres in Lorraine belonging to 8 industrial sectors - metal mechanics - textile and clothing - wood related activities - nutrition, agro-food and non food, biotech - medical devices - glass - environment soils and water - hydrogen & fuel cells* - polymers and composites (start in 2006)

24. EXTERNAL INFORMATION INFORMATIONWATCHEStechnological (scientific, products, processes…) market industrial property regulation, norms competitorsStudies sector-related, foresights…... INTERNALINFORMATION knowledge management collective and individual know-how know-howmachines human resources (number, age, motivation, skills…) Organisation, customers, suppliers, shareholders economic and financial situation, cash market shares... CONFRONTATIONCONFRONTATIONCONFRONTATIONCONFRONTATION MANAGEMENT STRATEGY DEFENCE LOBBYING DECILOR Global framework

25. DATAINFORMATIONKNOWLEDGE EXTERNAL FIELDS INTERNAL FIELDS collective situation of the sector individual situation of the company global situation of the economy technological situation Actual current situation DECISION Mutual & individual fields

26. Two main modalities One year testing One year testing Objective : l’entreprise intègre l’IE dans son fonctionnementObjective : l’entreprise intègre l’IE dans son fonctionnement Projects accompanying Projects accompanying Objective : create a determining key success factor of the project and demonstrate the competitive advantage of Economic intelligenceObjective : create a determining key success factor of the project and demonstrate the competitive advantage of Economic intelligence

27. Example of intervention Expression of the need of information Set up p resentation DiagnosisDiagnosis Individual coaching depending on the needs Learning process through frequent meetings, focuced seminars, clubs Analysis, decision, action prospection, réseaux, demande spontanée… Partnership agreement for the next 12 months The company -market, products, processes - organisation Environmental context - market and customers - competition - innovation processes and technologies Skills in EI - Information research - information managempent (diffusion, sharing, production, exploitation…) Information needs Competencises transfer, watch profile, information synthesis Project evolution

28. Réseau lorrain COMMON TOOLS MANAGEMENT NETWORK MANAGEMENT COMMUNICATION INFORMATION CAPITALISATION INFORMATION DIFFUSION BACK-OFFICEFRONT-OFFICESMEs Operational framework Sectorial watch centres Infomediaries

29. Role of the Sectorial watch centres SWC Each industrial sector depends on a SWC. A SWC is usually a technological intermediary embedded in its industrial sector Each SWC hosts an infomediary who is member of the SWC staff.

30. SWC business model FREESUBSCRIPTION COMPLEMENTARY OPTIONS OTHER PRESTATIONS Bulletin / Newsletter XX Sectorial Information DECiLOR portal XX Access to Info data bases X Sectorial selected info X 10 alerts (20 URL max.) X Parametring alerts (>10) 3 days/year Individual focuses Informationnal E-mails State of the art Technology / Market - 20% for subscribers Monography (Products / processes) Studies (Bibliométry, prospects) Pricefree200€ 100 quotation 600 1 350

31. DECiLOR products (1) Examples of newsletters

32. Example of an exhibition report Techtextil / Avantex - Frankfurt (GE) – 8th of june 2005 Kynol Fibre Fireproof and insulating fiber. Applications: alternative asbestos de l'amiante, fiberproof textiles products, produsts resisting to chemicals, electrical applications Anti-odour products - X-Static Fibre made by Noble Fiber Technologies (USA): silver based fibre killer of microbes and bacterias. -Associates (CND) : anti-microbe coating, fungicide & anti-acarian applicable, by extrusion (ex : polypropylen), by en pulverizing on non woven. Micro-encapsulation - FiberVisions (DN) : co-extrusion with micro-capsules for polypropylen. - micro-capsules : anti-bacterial, perfume (ex : limon), charcoal (efficient anti-odour against cigarets smokes). DECiLOR products (2)

33. Example of a seminar report Example of a seminar report Coating and encapsulation of active principles Report of the seminar organised by Euroforum in Paris (FR) 30th november & 1st décember 2004 Agenda -Definitions - When / why use encapsulation - Differents kinds of encapsulation - Modes of delivering active principles - Mains coating matérials - Encapsulation & coating technologies - Micro-encapsulation for textile Exemples of textiles applications Textile delivering active principles on skin Textile screening UV Thermo-regulating textile Thermochrome textile Micro-capsuled thermo- sticking DECiLOR products (3)

34. Example of a state of the art French market of orthopedic devices Actual situation - orthopedic devices market -articular implants market in Europe & in the world, value chain and innovation in products an processes - orthopédic surgery (articular implants and used materials) - Innovations and current research - Innovations in bone fabric engineering (osseuse reconstruction and injectable materials, bones substitutes) - Réglementations et normalisations - Evaluation of health products and its reimbursement (social system) - Electronic ressources (laboratories, leader businesses) - Bibliographiques sources DECiLOR products (4)

35. Example of web sites watch Public bids (BOAMP Bulletin Officiel des Annonces des Marchés Publics) PROBLEMATIcs Research of bids related to the company profile (use of smart agents) Research of bids related to the company profile (use of smart agents) Source utilisée : http://www.journal- officiel.gouv.fr/ Source utilisée : http://www.journal- officiel.gouv.fr/Source utilisée : http://www.journal- officiel.gouv.fr/Source utilisée : http://www.journal- officiel.gouv.fr/ Use of key words and use of the BOAMP descriptors Use of key words and use of the BOAMP descriptorsPRODUCT Alerts screened by infomediary and e-mailed with the digital links Alerts screened by infomediary and e-mailed with the digital links Follow up of the selected companies Follow up of the selected companies DECiLOR products (5)

36. Example of tech watch Client: SME distributing medical devices PROBLEMATICS: Passivation of stainless steels in industry. Passivation of stainless steels in industry. PRODUcT : I.PROBLEMATICSI.PROBLEMATICS II.DEFINITIONS: STAINLESS STEELSII.DEFINITIONS: STAINLESS STEELS A.Specificities of Stainless steelsA.Specificities of Stainless steels 1.Les aciers inoxydables ferritiques1.Les aciers inoxydables ferritiques 2.Les aciers inoxydables martensitiques2.Les aciers inoxydables martensitiques 3.Les aciers inoxydables austénitiques :3.Les aciers inoxydables austénitiques : 4.Les aciers inoxydables austéno-ferritiques (duplex)4.Les aciers inoxydables austéno-ferritiques (duplex) 5.Principales nuances utilisées dans l’industrie5.Principales nuances utilisées dans l’industrie B.Resistance to corrosion of stainless steelsB.Resistance to corrosion of stainless steels 1.La corrosion par piqûres et cavernes1.La corrosion par piqûres et cavernes 2.La corrosion intergranulaire2.La corrosion intergranulaire 3.La corrosion sous contrainte3.La corrosion sous contrainte III.PASSIVATION: DEFINITIONSIII.PASSIVATION: DEFINITIONS C.Introduction – La couche passiveC.Introduction – La couche passive D.Comparison of decalaminage, cleansing, passivationD.Comparison of decalaminage, cleansing, passivation 1.Décalaminage1.Décalaminage 2.Décapage2.Décapage 3.Passivation3.Passivation E.Processes: passivation coatingsE.Processes: passivation coatings F.StandardisationF.Standardisation G.5 French & European standardsG.5 French & European standards 1.4 Normes internationales1.4 Normes internationales V.FRENCH SPECIALIZED COMPANIES IN METALS PASSIVATIONV.FRENCH SPECIALIZED COMPANIES IN METALS PASSIVATION VI. DIGITAL RESSOURCESVI. DIGITAL RESSOURCES DECiLOR products (6)

37. Recent evolutions Improvement of the valorisation of external info accessible (among other) via to DECiLOR by the internal knowledge of the actual situation : Knowledge Management DECiLOR as a key asset of the Strategic intelligence network : animation of the Lorraine’s network of Economic intelligence : Relie (Réseau lorraine de l’intelligence économique)

38. KNOWLEDGE MANAGEMENT (pilot action story) CRITT BOIS (wood technological intermediary) Pierre Bourgogne Marc Lemaître (Critt bois)

39. DECILOR Global framework (again!) EXTERNAL INFORMATION INFORMATIONWATCHEStechnological (scientific, products, processes…) market industrial property regulation, norms competitorsStudies sector-related, foresights…... INTERNALINFORMATION knowledge management collective and individual know-how know-howmachines human resources (number, age, motivation, skills…) Organisation, customers, suppliers, shareholders economic and financial situation, cash market shares... CONFRONTATIONCONFRONTATIONCONFRONTATIONCONFRONTATION MANAGEMENT STRATEGY DEFENCE LOBBYING

40. The knowledge was mastered as well as the simple and low information flows The information system of CRITT Bois was simple, efficient and user friendly At the beginning it was easy! 4 people

41. Information flows started to grow and weaknesses to emerge (internal and external staff turnover inducing losses of know-how...) Moreover, needs in organisation appeared The information system evolved slowly The system became more complex 12 people

42. Training Economic animation Architects Designers Research units Experts Consultants Equipment manufacturers Suppliers Industrials projects Public authorities Competence Centres The networks and the needs increased

43. Information flows skyrocketed, knowledge evolved far beyond technological knowledge Despite its growth, CRITT Bois became more and more vulnerable And the information system was dispersed! The system fund its limits 20 people

44. KM approach assisted by an external expert (Polia Consulting) Financial support by the Regional Council of Lorraine The approach: Audit of all CRITT Bois actors Audit of all CRITT Bois actors Strategic KM diagnostic Strategic KM diagnostic Strategic Plan of action Strategic Plan of action The KM pilot action

45. To implement a management methodology supporting the strategy To implement a management methodology supporting the strategy To improve the level of services To improve the level of services To structure and boost the information flows To structure and boost the information flows To analyse and to share knowledge; To analyse and to share knowledge; To capitalise know-how To capitalise know-howObjectives

46. External global networks at the CRITT Bois

47. Internal global networks within the CRITT Bois

48. Are two complementary approaches Are two complementary approaches Strategic Intelligence aims at providing companies with strategic and qualified information (external information and mainly electronic in our case) Strategic Intelligence aims at providing companies with strategic and qualified information (external information and mainly electronic in our case) Knowledge Management is more based on tacit knowledge Knowledge Management is more based on tacit knowledge KM gives a wide-ranged vision of the internal tacit and tangible situation of an organisation and thus leads to a more efficient use of Strategic Intelligence Knowledge Management and Strategic Intelligence

49. Shared vision of the CRITT project Personal networks Sources PressWeb Watch R&D Who does what ? Who knows what we can do? Human being = Memory + Meta-knowledge Individual Know how = vulnerability Inquiry about customer relations and their context Project Collective performance Transfer of knowledge Stake of the capitalisation Limits Domain of human being Domain of Tools Human being and tools

50. External info management

51. Internal knowledge management Personal networks Sources PressWeb WatchPersonal networks Sources PressWeb Watch When I have a problem, I call my network of consultant agencies I use the personal network I have constituted during projects and trainingsI use the personal network I have constituted during projects and trainings We all have a network of graduate classmates who start having professional responsibilities We all have a network of graduate classmates who start having professional responsibilities Fortunately, the person I replaced is not far and available. I can call him/her.

52. LORRAINE’S NETWORK OF ECONOMIC INTELLIGENCE Pierre Bourgogne Hélène Bisaga (3i-Lorraine)

53. RELIE members Players of Economic developmentPlayers of Economic development –Regional Council of Lorraine –Regional direction of the Ministry of industry –Regional Chamber of Commerce and Industry –Regional direction of the National Insitute of Industrial Property –OSEO anvar (associate member) Players of Homeland and Economic securityPlayers of Homeland and Economic security –State services depending of the Defence Zone authority (Contre-espionage, Security branch…) –Regional representative of the Ministry of Finances (customs, paymaster…) AnimationAnimation –3i Lorraine (DECiLOR)

54. RELIE’s objectives Co-ordinated answers to enterprises in their use of EI :Co-ordinated answers to enterprises in their use of EI : – communication – cross professionalisation – elaboration of a co-ordinated methodology of intervention towards SMEs (isolated, clustered, competitiveness clusters…)

55. Specific problematics of the Competitiveness clusters Security of the exchangesSecurity of the exchanges Shared and respected rules of gamesShared and respected rules of games Collective mutualisation, sharing, work, innovation…creation of knowledgeCollective mutualisation, sharing, work, innovation…creation of knowledge

56. CETISME Cooperation to promote Economic and Technological Intelligence in SMEs Pierre Bourgogne Sophie Torloting (Regional Council of Lorraine)

57. CETISME Cooperation to promote Economic and Technological Intelligence in SMEs Objectives - To identify the different initiatives and methodologies of Economic Intelligence for SMEs; - To benchmark the identified methodologies and initiatives of EI; - To transfer good practices to the actors of economic development in regions and companies through regional workshops and to other European regions through a seminar in Madrid on November 2002; - To look for ways of transnational cooperation in the field of economic intelligence and that could imply the participation of SMEs. - To look for ways of transnational cooperation in the field of economic intelligence and that could imply the participation of SMEs.

58. Outputs of the project A guide of Economic Intelligence released in English, Spanish and French composed of A first part raising the awareness of beginners by a presentation of EI, of its implementation, of the ways it is practiced in European SMEs. This part aims at spreading the practice of EI A second part helping practitioners with EI practices: identification of their needs in information, methodologies for search of information, analysis and dissemination of information CETISME Cooperation to promote Economic and Technological Intelligence in SMEs

59. Consortium Communidad de Madrid & iDeTraES (lead partner) Regional Council of LorraineFR University of CoventryUK Pisa research consortiumIT CETISME Cooperation to promote Economic and Technological Intelligence in SMEs

60. Français http://www.cr-lorraine.fr/conseil_regional/interventions/economie/guide_ie/guide_ie.pdf Castillano http://www.madrimasd.org/informacion/publicacion/doc/15_InteligenciaEconomicaTecnol ogica.pdf http://www.madrimasd.org/informacion/publicacion/doc/15_InteligenciaEconomicaTecnol ogica.pdfEnglish http://madrimasd.org/circulosInnovacion/cetisme/CETISME-ETI-guide.pdf

61. STRATINC PROJECT INTERREG III C

62. Lead partner: Lorraine (FR) – REGIONAL AUTHORITY (CRITT Bois, 3i-Lorraine, CEIS) Consortium partners: Northrhine Westphalia (DE) – ZENIT Central Macedonia (GR) – URENIO Tenerife (ES) – MANNORTE Murcia (ES) – INFO Oslo (NO) – OSLO TEKNOPOL ConsortiumSTRATINC Strategic Intelligence and Innovative Clusters

63. Improvement of the strategic and anticipative dimensions of clusters and individual (clustered) SMEs Improvement of the strategic and anticipative dimensions of clusters and individual (clustered) SMEs Identification of the collective needs for information mastering (strategic intelligence and knowledge management) Identification of the collective needs for information mastering (strategic intelligence and knowledge management) Awareness raising on the importance of the long term dimension (foresight) Awareness raising on the importance of the long term dimension (foresight) Improvement of the co-opetitive attitude (the farer the client, the easier the co-operation) Improvement of the co-opetitive attitude (the farer the client, the easier the co-operation) Identification of methods, tools and practices (benchmarking) Identification of methods, tools and practices (benchmarking) Strengthening of innovation and competitiveness through human capital Strengthening of innovation and competitiveness through human capital Tuned experimentation at regional and sub-regional level Tuned experimentation at regional and sub-regional level ObjectivesSTRATINC Strategic Intelligence and Innovative Clusters

64. Development of clusters or identification and support for creation of potential clusters Development of clusters or identification and support for creation of potential clusters Collective profiles of information needs by clusters Collective profiles of information needs by clusters Real size demonstration (pilot strategic information platforms) Real size demonstration (pilot strategic information platforms) Sustainable business plan Sustainable business planSTRATINC Strategic Intelligence and Innovative Clusters Outcomes

65. Key steps of clusters building Part I : Getting started : From policy vision to stakeholder committmentPart I : Getting started : From policy vision to stakeholder committment Part II : Strategic Intelligence as an instrument in the cluster policy toolkitPart II : Strategic Intelligence as an instrument in the cluster policy toolkit –Knowledge management perspectives –Benchmarking –Foresight Part III : Management IssuesPart III : Management IssuesSTRATINC Strategic Intelligence and Innovative Clusters

66. Intelligence platform definition strategy STRATINC Strategic Intelligence and Innovative Clusters

67. Non-Knowledge Knowledge Acquisition Production Investigation Investigation Analysis Dynamic Watch Dissemination Capitalisation Intelligence platform main functionalities STRATINC Strategic Intelligence and Innovative Clusters

68. Intelligence platform tools selection STRATINC Strategic Intelligence and Innovative Clusters

69. CONCLUSIONS CONCLUSIONS

70. High demanding consensus Short term ROI difficult to demonstrate (politically and economically) Needs in VISION, CHAMPION(s) Adaptability, flexibility, business drive, plasticity Time and money consuming

71. Lorraine public knowledge on innovation

72. THANK YOU FOR YOUR PATIENT ATTENTION pierre.bourgogne@cr-lorraine.fr