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Transcript of Collège du Management de la Technologie – CDM Chaire en Economie et Management de l'Innovation...
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Understanding smart specialisation
Dominique ForayKEEN Regions – final conference
Brussels – 17th April, 2012
1 - Introduction
• Into what domain, what activity, a region would benefit from and should specialize in R&D and innovation?– Regions cannot do everything in STI so they
need to focus on certain domains– They need to focus by developing distinctive
and original areas of specialisation (not by imitating each other)
• These domains where innovative projects will complement the region’s other productive assets
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
• Smart specialisation is largely about the policy process to select and prioritize fields or areas where a cluster of activities should be developed
• Setting priorities, selecting fields always entail risks for policy makers
• The ‘business as usual’ strategies to minimize risks in setting priorities
• Smart specialisation suggests another strategy – To let entrepreneurs discovering the right domains of future
specialisations– To start a policy at a certain point in the development cycle
where a degree of local commitment and development have already occured and achieved
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
• It is not a planning doctrine that would require a region to specialize in a particular set of industries.
• It is an approach to policy that considers whether those activities already strong or showing promise for a region can benefit from (more) R&D and innovation
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
2 - Stories
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Publicité en 1910
Lunettes Léon Jeantet
Lunettes Léon Jeantet
Entrepreneurial discovery
Entry & growth
Policy
Structural evolution
Med.Tech. in Switzerland
° : location of med-tech manufacturers and suppliers
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
1’300 companies
45’000 employees
Annual turnover of CHF 20.3 billion
Share of export:70%
Global leaders: Synthes, Straumann
A global hub for MNCs R&D
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Theodor KocherNobel LaureateMedicine, 1909, transformed the InselSpital (Bern) into a tool factory
Traditional handcraft skills in mechanical and clock manufacturing
First clinic for orthopaedic applications in Orbe, 1780
Critical episodes
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMIMartin Allgöwer
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Hansjörg Wyss
Martin Allgöwer
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Entrepreneurial discovery!
Patents granted at EPO
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Finnish pulp & paper
• The Finnish Pulp and Paper (P&P) industry views nanotechnology as promising source of valuable applications innovations, and its firms are taking steps to assess this potentiality.
• Some of the P&P companies are responding to these opportunities by increasing their overall internal R&D investments.
• The goal is not only about implementing available technologies but also exploring recent advances in areas of nanotechnology and biotechnology.
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Moving from nails to eye-
glasses
Inventing medical
technologies
Discovering the
potential of nanotech. in pulp &
paper
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Moving from nails to eye-
glasses
Inventing medical
technologies
Discovering the
potential of nanotech. in pulp &
paper
Entrepreneurial Discoveries !!
3 - The dynamics of..
• Entrepreneurial discovery• Entry & growth, agglomeration, clusters
– It constitutes the confirmation that others see the discovery as meaningful
– ‘Entry’ is desirable to generate agglomeration externalities (clusters) and a diversity of innovators (large and small)
• Structural changes– The outcome of entrepreneurial discoveries is not a simple
innovation. It is about structural changes
• Spaces
Not only for the best
• Innovation is multi-dimensional; not only one game in town
• Basic inventions and development of applications– With focus on different sectors, KEEN Regions
has greatly used this framework
• At minimum smart specialisation strategies transform less advanced regions into good followers
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Entries & growth
Transition Modernisation Diversification Foundation
Structural evolution
Discovery
4 - Policy
Entries & growth
Transition Modernisation Diversification Foundation
Structural evolution
What are the structural conditions and policies which will increase the likelihood of such event?
Discovery
4 - Policy
Entries & growth
Transition Modernisation Diversification Foundation
Structural evolution
Is the dynamics replicable?
Discovery
4 - Policy
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Entries & growth
Transition Modernisation Diversification Foundation
Structural evolution
To be flexible and rigid
Discovery
4 - Policy
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Entries & growth
Transition Modernisation Diversification Foundation
Structural evolution
Regions are openBuilding extra-regional connections is key(Market, Expertise, Neighborhood)
Discovery
4 - Policye
e
mn
e
• There are as many special cases as regions in Europe
• Regularities?• Typologies?
– Metropolitan KIS– Public knowledge centers– High tech regions– Traditional southern regions– Knowledge absorbing regions– Skilled industrial east European regions– Skilled technological regions
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
• RA : rich in entrepreneurial capabilities
• RB: strong history of industries’development not necessarily associated with strong entrepreneurship
• RC: poor in entrepreneurial capabilities
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
Three steps
• Supporting the discovery process• Detecting discoveries and making
sound evaluation of potentials• Defining a process which will
empower those actors most capable of realising the potential (entries & growth)
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
5 - Three final observations
• Smart specialisation does not mean uniformisation– Related diversification at regional level– Greater diversity at system level
• Smart specialisation needs to be based on powerful industry structure– Firm’s diversity– Innovation needs to be not too
concentrated (avoid creative myopia)Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
• Not only a value for individual regions but also at system level (the EU, the US, Japan, South Korea, Mexico or Australia)
• Smart specialisation at regional level will promote greater diversity at system’s level
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI
• All these policy challenges….– Supporting the discovery process– Detecting discoveries and making sound
evaluation of potentials– Defining a process which will empower those
actors most capable of realising the potential
• … require unusual observation and analysis capabilities by policy makers and regional agencies
Collège du Management de la Technologie – CDMChaire en Economie et Management de l'Innovation – CEMI