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A Commission initiative : design RIS to optimize ressources for innovation in OPs 2007-2013, in line with earmarking and the Lisbon Strategy: « building.

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Presentation on theme: "A Commission initiative : design RIS to optimize ressources for innovation in OPs 2007-2013, in line with earmarking and the Lisbon Strategy: « building."— Presentation transcript:


2 A Commission initiative : design RIS to optimize ressources for innovation in OPs , in line with earmarking and the Lisbon Strategy: « building a knowledge-based economy » To deepen the vision of regional innovation systems : In 2007, 22 out of 26 OPs with no elements regarding demand or needs of SMEs for innovation. In 2009,17 out of 26 Regions have now a better understanding of the requirements of SMEs to innovate thanks to the RIS (consulting, financing, human ressources,…)

3 A common grid of reading for innovation systems (Method of diagnosis of the innovation system in French Regions, 2007) A key-concept : « innovation systems » : An analysis of the innovation machine in 3 steps: Global components (ressources, inputs/outputs,…) Actors and their relations Study of the strategic priorities To dismount the engine and measure the efficiency of the innovation system (notion of « systemness) Identify strategic networks of key-competences and S&T activities

4 To widen the meaning of innovation and the club of innovating SMEs To concentrate (rare and limited) ressources of regions on a selected list of technological activities and sectors by aiming at excellence To supplement RIS with key-functions and to improve coordination between actors (governance) and efficiency

5 Failures and needs are different between regions For all regions, one common objective: increase both the efficiency and structuring the system « Wealthy » regions : complete the system with « missing links » but above all improve governance. Efficiency « Poor » regions : get basic functions and enhance coordination Structuring

6 Main findings and challenges : Opacity Multiplicity of actors (CRT, plateforms, clusters, incubators…) and compartementalization and lack of coherence of interventions Remote from SMEs Key-functions missing => A need to improve coordination between the system actors Types of actions: Increase coordination and coherence of public and private initiatives: « business » and « key-functions » approach of innova&tion support and assistance structures (Alsace, Aquitaine) ; use « Objective and ressources contracts » (Limousin, NPDC, Alsace, Haute-Normandie Reinforcement of RIA (Innovergne, ARITT Centre, SEINARI in HN, CARINA in Champagne-Ardenne) and closer links with RDA (Aquitaine, Bretagne) Enhance governance (Midi-Pyrénées has a General Secretary for the RIS)

7 Main findings and challenges Lack of seed capital (« proof-of-concept », access to market for startups), venture capital and equity capital for SMEs: « holes in the racket » Types of actions: Seed capital and maturation funds : cover the whole continuum the innovation chain (Bretagne, Centre, Bourgogne, PACA…etc) Financial engineering instruments: JEREMIE,… Promote development, expertise and networking of private equity (Business Angels, risk capital) Cooperation with national financial partners (OSEO, Caisse des dépôts)

8 Main findings and challenges Level of human ressources and non-technological skills are crucial for innovation (management, intellectual property, patterns, norms,…) Outreach : beyond the « usual suspects » Types of actions Diseminate culture of innovation in SMEs : training, recruitment, « innovation check » (Innovacteur in Bretagne) Help SMEs to develop R&D intern capacity (« Pack-Services » in Poitou-Charentes) Enhance capacities to manage innovation, to get access to market (DINAMIC in Pays-de-Loire)

9 Bring closer innovation and economic development (e.g.: merging of RIA/RDA). Replace at the heart of innovation strategies the factors of development of SMES (research, innovation, training,…) and access to market (marketing, internationalization,…). Indentification and structuring of the regional innovation ecosystem through selected priorities and enhanced governance. RIS: a « toolbox » to increase the flow and the performance of innovative projects

10 Implementing and evaluating RIS Achieve RIS towards S3 : Specialisation: rationalize and select thematic priorities Involvement of SMEs : « entrepreneurial discovery » Governance/leadership (coordination local/national; innovation/research; CP/Horizon 2020) Training and human ressources Cooperation Clarify the concept of S3 Integrate S3 in the preparation of next programming… … but promote onwership beyond structural funds/OP actors Support expected: technology monitoring; peer review; networking; S3 teaching guide

11 Alsace Économie verte Basse-Normandie Environnement, DD et qualité de vie Guadeloupe Valorisation de la biodiversité à des fins alimentaires et non-alimentaires Guyane Biodiversité Dynamique et gestion des territoires Ile-de-France Eco-industries Languedoc- Roussillon Environnement Lorraine Préservation et utilisation des ressources bio- renouvelables Economie circulaire (recyclage) Pays-de-la-Loire Ecotechnologies Nord-Pas-de-Calais Traitement des déchets, sédiments, sites et sols pollués Picardie Maîtrise des risques et environnement PACA Gestion des risques Gestion des ressources et écosystème Réunion Environnement Rhône-Alpes Chimie verte et environnement waste treatment / recycling Management and devlopment of biodiversity and resources Ecotechnologies / éco-industries / green economy Management and preservation ef enviroment Managment and risk prevention Corse Valorisation des ressources naturelles Midi-Pyrénées Eco-industries (Eau, énergie et environnement)

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