Presentation on theme: "VINNOVA’s Mission VINNOVA´s mission is to promote sustainable growth by financing needs-driven R&D and development of effective innovation systems. VINNOVA."— Presentation transcript:
0Policy learning in program management, and program management in policy learning – THE CASE OF THE “VINNVÄXT”-PROGRAMPer ErikssonDirector GeneralVINNOVA – Swedish Governmental Agency for Innovation Systems
1VINNOVA’s MissionVINNOVA´s mission is to promote sustainable growth by financing needs-driven R&D and development of effective innovation systems.VINNOVA integrates R&D in Biotech, ICT, Services, Manufacturing, Materials, Transport, Automotive and Working life.The VINNVÄXT-program (”Win Growth”) is one important instrument for supporting growth in functional regions by competition of R&D financing and innovation system development.
2Aim of the presentation An outline of the VINNVÄXT-programDesigning the programImplementing the programPolicy learning and potential for policytransfer – some reflections
3Triple Helix Business University Depending Actor Groups GovernmentPublic sectorBusiness UniversityDepending Actor Groups“Learning by fighting”Knowledge based economyFrom PPP, Public Private Partnership,To Public Private Univ. Partnership,i.e. Triple Helix
4What is VINNVÄXT? A competition (3 calls, 3+5+? winners) The winners receive up to 1 MEUR per year for 10 yearsRegional co-funding of at least as muchA Triple Helix-based approachCooperative Triple Helix based R&DThree evaluating panels, Triple Helix
5The VINNVÄXT timeline200120022003200420052006PROGRAM DEVELOPMENTInternational knowledge transferInternational benchmark5 PilotsProcess-supportTriple Helix management trainingCALL 1Competition, € 30 million159 initial proposals25 development initiatives3 winners/7 runner-upsThe Dahmén Institute- A process-supportorganisation-The national facilitators’Network-Triple Helix managementtrainingCALL 2Competition,€ 30 million23 proposals5 winners8 WINNERSOn-going process support: networking, knowledge transfer, coaching, evaluation, etcCALL 3Innovation systems in early stagesCompetition, € 5 millionProcess support for formation86 initial proposals10 development initiatives, 3 mo preparationTriple Helix management training26 Final proposals5 potential winners1-2 full-scale winners 2008
68 winners, so far… ROBOTICS VALLEY Ludvika Falun Uppsala Fagersta HudiksvallSundsvallLjusdalSöderhamnHärjedalenÖstersundKramforsUmeårnskldsvikVilhelminaGvleÅreStrmsundSkvdeJnkpingBorsLidkLjungbyKristianstadKarlshamnKalmarKarlskronaOskarshamnGotlandVsterEskilstunaKatrineholmNykStockholmKrebroSkellefteNorrkxjLinkstervikNssjVimmerbyLuleverkalixKalixvertornellivarePajalaStorumanSorseleArjeplogJokkmokkKirunarnamoTranÄlmhultAvestaBollnLyckseleArvidsjaurMoraVansbroMalungROBOTICS VALLEY
7Most important activities today (for winners/non-winners) Creating a structural platform in the region (changing R&D strategies, restructuring incubators, facilitating for commercialisation etc.)Organisational development (new organisation, leadership, change management, strategy etc.)Trying to mobilise actors internally (in the region) and externally (in the functional innovation system) to strengthen the initiativeFacilitating for new projects (demo- and commercialisation)
8VINNOVA IS PICKING THE WINNERS What are we looking for? Existence of a regional partnership and strong Triple Helix leadership with a shared vision and with an ability to prioritise resources/activities/efforts.Universities, which profile their education and research, and cooperate with business and societyAn industry with an ability to cluster and identify future growth areas and marketsA regional government supportAcademiaPoliticiansIndustry
9Why is VINNVÄXT a good example? VINNVÄXT is a strong brand (useful for the initiatives for co-branding)VINNVÄXT has attracted new types of applicants/competencies outside the ”traditional” network of applicantsVINNVÄXT demonstrates that relatively low funding can generate high returnMany of the initiatives that didn’t win still exists. Some of them are very ”well off” when it comes to financing from other sources – still with an high development potential.Many of the initiatives are evolving as important hubs in their region/area of competence/innovation systemVINNVÄXT demonstrates the need for creating policy initiatives that are long term
10General driving forces on a national level - my perspective Failure of Regional PolicyTelecomCity, Soft Center and Ideon experienceCompetition with other agenciesBold and long time commitment possible in VINNOVA
11General driving forces on a national level A growing interest in new theories explaining growth, competitiveness and innovation (e.g. Nelson & Winter, Rosenberg, Lundvall, Porter)Long-term economic growth in Sweden continued to be weak despite large investments in R&D (i.e. an increasing awareness that returns from Swedish R&D investments must be higher)A growing awareness on the need for policy coherence and co-ordination (a systems perspective)
12General driving forces on a public authority level VINNOVA was a new public authority with a ”freedom” for testing new programs etc.A Director-General with experience from different Triple Helix spheres as well as from a successful regional change process (Blekinge/Karlskrona and ”Telecom City”).A number of competent, embedded individuals (staff) interested in developing new methods for supporting regional innovation systems for growth.
13Policy learning – designing VINNVÄXT (1) The importance of:having a strategy for communication (i.e. the importance of branding);using a unifying concept and a common value-system (Triple Helix);long term activities (10 years) for attracting ”new” types of applicants (actor constellations) and new types of competences (e.g. experts and middle management from industry);the partnership approach – VINNOVA not only act as a program evaluator, also as a supportive partner;internal workshops (and an initial ”open” climate for discussion);international benchlearning rather than ”mechanical benchmarking”;pilots (i.e. testing a model by interactive learning between the public authority and the initiatives).
14Policy learning – designing VINNVÄXT (2) Policy learning from international benchlearning and the pilots:The importance of using calls (”If regions are to be competitive, why not let them compete”?);The importance of promoting regional leadership;The importance of using panels (consisting of actors from all parts of Triple Helix ) when selecting prospects and winners;The importance of providing extensive support to potential applicants and the winners.
15Policy learning – implementing VINNVÄXT The importance ofcreating a structural platform for learning (e.g. by initiating interactive research, workshops);continuous process support (e.g. courses in Triple Helix management, coaching and tools for self-evaluation);follow-ups and assessment in dialogue;using independent international evaluators not embedded in the regional or national milieu;having the ability to re-engineer the program (i.e. to learn and ”un-learn”).
16Policy learning – on the RIS-initiative level Learning by writingThe ability to use different types of analyses, forecasts, indicators etc. as strategic tools and means for communication internally, within the initiative, and externally (i.e. ”learning by writing”)Learning by fightingThe ability to define roles, areas of activity and special interests and in that process not shy away from conflicts but rather trying to solve them by creating new solutions etc. (i.e. ”learning by fighting”)
17The most important lessons to learn from the VINNVÄXT-experience The existence of a strong regional leadership promoting renewalA shared vision within a specific area of growthA functional definition of the regionThe development of robust research and innovationThe development of strategies and resources for learningKnowledge and insight into business and development logic within the specific area of growth
18The most important lessons to learn from the VINNVÄXT-experience Strong commitment on the part of the companiesThe importance of a long term approachAlmost killed the agency – solved by “learning by fighting” and supporting friendsSupported strategy for regional funds from the universities, scientific academies and national R&D funding agencies
19Policy learning – challenges Changing mindset takes timePersonal mobility within Triple Helix must increase since VINNVÄXT indicates that it facilitates double-loop policy learning and the use of policy learning as an integrating mechanism?Policy learning by ”fighting” (the existing resistance) must be facilitated. A prerequisite for renewal.Methods for finding and measures for supporting embryonic innovation systems must be developedSuccessful policy learning is lesson-drawing across (1) time (i.e. own experience) (2) space (other regions) and (3) system (i.e. policy transfer to other sectors). (1) seems by far the easiest and the most common
20Policy learning – Conclusions GovernmentRegional GovernmentPublic AuthorityRegional innovation systemsMinistry of IndustryLow level of policy transfer to other ministriesAnecdotal and fragmentated policy learning, good examplesNo visible effectsPositive image of VINNOVADistorted view of VINNOVA’s core businessNo vertical policy learningNo horisontal policy learningVINNOVA and other growth or innovation orientated authorities (e.g ISA, NUTEK)Distinct policylearning within certain departmentsNo or fragmented learning in the entire authorityFocus on growth, in-novation and compe-titveness.A systemic perspectiveLong-term perspective – from project to processNo vertical policy learning (up)Strong vertical policy learning (down)Some horisontal policy learningNew Triple helix formations for collective actionCollective action for innovation and economic growthThe formation of strategic and systemic Regional Innovation System’s Initiatives.Strong vertical policy learning (up and down)Strong horisontal policy learningCounty CouncilMunicipalitiesPolicy networksSystemic policylearningSee aboveWHOWHATEFFECTSPOLICY LEARNING
218 winners, so far… ROBOTICS VALLEY Ludvika Falun Uppsala Fagersta HudiksvallSundsvallLjusdalSöderhamnHärjedalenÖstersundKramforsUmeårnskldsvikVilhelminaGvleÅreStrmsundSkvdeJnkpingBorsLidkLjungbyKristianstadKarlshamnKalmarKarlskronaOskarshamnGotlandVsterEskilstunaKatrineholmNykStockholmKrebroSkellefteNorrkxjLinkstervikNssjVimmerbyLuleverkalixKalixvertornellivarePajalaStorumanSorseleArjeplogJokkmokkKirunarnamoTranÄlmhultAvestaBollnLyckseleArvidsjaurMoraVansbroMalungROBOTICS VALLEY
22Triple Helix Business University Depending Actor Groups GovernmentPublic sectorBusiness UniversityDepending Actor Groups“Learning by fighting”Knowledge based economyFrom PPP, Public Private Partnership,To Public Private Univ. Partnership,i.e. Triple Helix
23Policy learning in program management, and program management in policy learning – THE CASE OF THE “VINNVÄXT”-PROGRAMPer ErikssonDirector GeneralVINNOVA – Swedish Governmental Agency for Innovation Systems