Smau Firenze 2014 - Laboratorio RIS3: La smart specialisation come strategia per lo sviluppo...

Leonardo GhezziLeonardo Ghezzi

PIL Var. % tendenziale

0

-0,5

-1

-1,5

-2

-2,5

-3

Toscana Italia

10-12

altabassaMedio bassa

Medio alta

alta

Medio alta

Medio bassa

bassa

07-09

1736

555

432

325

616

303

2012% su valore complessivo % imprese che esportano nell'area

UE 15 38,1% 59,5%Altra Europa 13,1% 53,0%US e Canada 9,2% 39,1%Medio Oriente 7,1% 29,3%Cina e Hong Kong 5,7% 31,9%

Investimenti. ToscanaValori assoluti in milioni di Euro

30 miliardi

Euro di valore aggiunto attivato da 1 Euro di export

Smart Specialisation, KETS and cluster policies:

policy approaches and examples

1

Martina Pertoldi

S3 Platform

SMAU/Toscana Technologica Firenze, 10th July 2014

Agenda

What is Smart Specialisation (for)? 1

2

3

What is the role of KETs and cluster policies in Smart Specialisation?

Eye@RIS3. The S3Platform database on S3 priorities of European Regions.

4 Policy approaches and examples.

Smart Specialisation

(National/Regional) Research and Innovation Strategies for Smart Specialisation (S3) that are:

- integrated,

- place-based,

- economic transformation agendas.

•“Innovation is not considered as a linear process that starts with research, eventually leading to development, translated later into growth in the territories that have more capabilities. Instead, it is the product of a policy mix, including several bodies and stakeholders in which the territories, their specificities and conditions are paramount.”

• Danuta Hübner (2009)

1

What is Smart Specialisation ?

• Evidence-based

• Entrepreneurial discovery process

• Mobilisation of investments and synergies across different departments and governance levels

• Outward looking and

• Source in

• Differentiation

• Priority setting

• Cross-sectoral links and new market niches

• Not sectors but activities

• All forms of innovation

The role of KETs and cluster policies in Smart Specialisation

2

as horizontal issues/priorities and policy delivery instruments • Green Growth: Eco-innovation & Energy efficiency • Digital agenda: enabling knowledge flows throughout the territory (connected regions) • Key Enabling Technologies (KETs): systemic potential to induce structural change • Innovation-friendly business environments for SMEs • Public sector innovation • Stronger focus on financial engineering • Public Procurement for market pull: pre-competitive PP to open new innovation friendly market niches • Lifelong Learning in research and innovation: support knowledge triangle (KICs) and university-

enterprise cooperation • Clusters for regional growth • Research infrastructure/centres of competence • Creativity and cultural industries: innovation beyond technology and outside manufacturing • Social Innovation: new organisational forms to tackle societal challenges

KETs

KETs are knowledge-intensive and associated with high R&D intensity, rapid innovation cycles, high capital expenditure and highly-skilled employment.

They bear enormous market potential: • The overall global market volume will most likely increase from EUR 610 billion to EUR 945

billion.

They are multidisciplinary, cutting across many technology areas with a trend towards convergence and integration.

KETs have been singled out by the European Commission in the proposal for the new Cohesion Policy as one of the investment priorities of the European Regional Development Fund (ERDF) as a relevant investment for the smart growth of regions.

KETs are seen as the route to new and better products and processes, capable of generating economic growth and employment and strengthening the competitiveness of the EU economy.

• KETs can spur innovation, increase productivity, give rise to new applications and help tackle societal challenges.

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Social Model Biological Model

Machine Model

Natu

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Nature of Organization

Fro

m:

Mark

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, M

., P

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ivaara

, M

. &

Miikki, L

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Com

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xity.

Traditional Organisation

Specific Business

Plan

Success Factors:

Ecosystem thinking

Co-creation

Entrepreneurial Discovery

Effective use of KETs

Knowledge Triangle (synergy between R&E&I)

Regional Innovation Test-Bed /

Case Espoo Innovation Garden: Technology linked with

Factories & Living Labs &

Start-ups

KETs as the Real Enablers for Systemic Change based on Smart Specialisation

Clusters

Clusters are highly relevant for smart specialisation.

However, the two concepts are not the same:

• clusters are potential elements of a regional innovation eco-system, while smart specialisation policies are wider policies aiming at transforming this eco-system.

• Smart specialisation aims at exploiting emerging linkages between economic activities that can cut across traditional cluster boundaries. This may or may not strengthen existing clusters, and in any case should allow for new, emerging ones.

At the same time: • Existing cross-border clusters can help develop the transnational

dimensions of smart specialisation strategies.

• Cluster initiatives can be key players in the entrepreneurial discovery process.

•

• Clusters can be used as platforms to open innovation processes to new interactions, beyond industrial productivity and efficiency.

S3Platform_Eye@RIS3 an online database of S3 priorities

• to identify their unique niches;

• to enable Regions to position themselves in the EU;

• to seek out potential partners for collaboration.

Some warnings:

• Data from peer reviews, expert assessment reports, and national reports;

• Additional data can also be uploaded, and any existing entries can be edited;

• Categories are not perfect matches, but allow to understand how different regions focus their priorities.

• Priorities are based on not up-to-dated documents

3

Distribution of KETs-related priorities

Over two-thirds (66%) of all EU regions in the database (and 9 out of 13 MS) have indicated KETs-related priorities.

Map 1: All Regions with registered priorities (July 2014)

Map 2: Regions with KETs-related priorities (July 2014)

The database includes data on over 126 EU regions, 13 MS, and 17 non-EU regions.

Regional KETs-related Priorities

Over 20% of all priorities encoded in EYE@RIS3 are

KETs-related.

These priorities fall in the following categories (a year-to-year change, 2013-2014):

•• Advanced materials 53 priorities (+7%)

•• Advanced manufacturing systems 49 priorities (+48%)

•• Industrial biotechnology 47 priorities (+14%)

•• Photonics 10 priorities (+21%)

•• Micro/Nano-electronics 10 priorities (+21%)

•• Nanotechnology 7 priorities (-58%)

Policy approaches and examples 4

When these results are cross-checked with the Regional Innovation Scoreboard or the Territorial patterns of innovation in Europe (Espon KIT), one would notice that all types of regions aim for KETs.

With regard to Kets and clusters, regions present different approaches to address the key issue:

What kind of R& (broad) I activities and/or generic technology(ies) can help to transform the existing economic structure and to diversify the regional economy into higher value added markets, modernise/rejuvenate or exploit new/emerging economic activities?

Northern Netherlands (NL) Cross-cutting KETs for integrated regional development

4.1

Smart innovation means to pursue:

• … Solutions that fit to the societal needs … Composite innovations, bringing solutions to composite societal needs and challenges,

means:

•Involving society in the innovation process from the earliest stage; Innovating in Living Labs, which directly shows the adoptation and adaption of innovations, telling us if and how they add value to the larger society; Innovations focussed on inclusive well being.

Source: Presentation by region Northern Netherlands , Bruxelles, March 2014.

Baden-Württemberg (DE) Nurturing the Entrepreneurial Discovery Process

4.2

Source: Presentation by region Baden-Württemberg,Bruxelles ,October 2013

RegioWIN aims to initiate the development and implementation of strategic approaches towards smart specialization at sub-regional level.

Flanders (BE) From clusters to domain for Smart Specialisation

4.3

Source: Presentation by region Flanders at the S3 thematic workshop, Norrköping, April 2014

"A new approach based on value chains, clusters and systemic projects. Two axes: on the one hand, the already existing strong industrial clusters focus on tackling the new global challenges; the second axis focuses on the innovative power of new industries such as micro-electronics,biotech or new materials."


4.3


Cluster- Roadmaps –Technology driven (KET) –Value Chains – crossover

Case: Transition Sustainable Chemistry – Bio based Europe –Largest petro-chemical cluster in Europe in Flanders; strong links with food, building e.o. sectors; cross-border links with NL and DE –Transition towards bio-based economy, but incomplete science base! –How to become a world-class cluster in sustainable chemistry? –Focus on strategic road mapping for a transition (also cross-border!)

Some instruments: Shared vision between NL – NRW – Flanders •KET Roadmap •Lead companies : Procter Gamble, BASF, Bayer, Afga, … •Strategic Innovation Platform : FISCH •Pilot plants •Incubator •DG REGIO : ERDF and Interreg •JTI BBI (H2020)



Cluster- Roadmaps –Technology driven (KET) –Value Chains – crossover

Case: Emerging cluster Nano-for-Health – largest independent nano-electronics research institute in Europe; technology platform for open innovation, but weak industrial cluster. –Health: transition towards ‘personalised therapy’ –How to leverage this technology platform for these new application areas? –Focus on the management of an emerging eco-system (cross-border!)

Some instruments:

•Strategic Research Centre : IMEC, VIB, .. •Lead Companies : J&J ; specialised SMEs, •Cluster organisations : DSP Valley, Flanders Bio •Living Lab : Health Care •Demoprojects •KET Roadmaps , Value driven roadmaps •DG Research : AAL, CASA, DAA, … •DG Enterprise project : Nano4Health (interconnection with other cluster in Europe)

Grazie!

http://s3platform.jrc.ec.europa.eu

[email protected]

mailto:[email protected]






RIS3:

“ The Smart Specialisation

as a strategy for the development of the regional economy”

Florence, 10th of July, 2014

RIS 3 in Languedoc-Roussillon

Raphaelle Lamoureux

Short presentation of the region Languedoc-Roussillon

Basic facts

• Population : 2,6 million inhabitants - the highest population growth in France (forecast : 3,3 million inhabitants in 2030)

• GDP/per inhabitant : about 75% of EU 27 average (Eurostat – 2011)

• Key figures of regional économy : – Entreprises - Registered businesses : 127 570

– Services : 61 144

– Industry : 12 264

– Construction : 17 849

– Trade and repairs : 36 313

• Services : 503. 000 jobs

• Industry : 70, 000 jobs - 8% of jobs

• Firm size : SME : 95% < 10 employees

3

Basic Facts

Basic Facts

Languedoc –Roussillon : an average innovator region

(Regional European Scoreboard - 2011 )

• 5 Universities, 95 000 students,

• 8000 researchers (5500 public),

• 10 research organizations

• A wide variety of research fields : – Agronomy and environnemental sciences

– Health sciences

– ITC and engineering

– Chemistry

– Earth sciences and water

– Management and humanities

Expenditures of R. et D./GDP : 3% (but 2/3 on public funds)

High Education and Public research

General overview of our RIS3

(+ see the website www.3s-en-lr.com)

6

European

Benchmark Workshops

Selection of 7 domains

A action plan and an organisation

for each domain

« entrepreunarial dynamics »

Place based analysis

www.3s-en-lr.com launch

40 domains - 23 indicators

DOMAINS OF INNOVATION Languedoc-Roussillon

Coastal Economy Water - H2O

Industrial and energetic Transition

Advanced and targeted therapies - diagnostic (especially applied to chronic diseases and ageing)

Bioeconomy onmediterranean and tropical cultures

Biomarqueurs et Diagnostic médical

Entrepreneurship and Innovation

Smart systems, data processing, and visualization

of digital data

Large and small water cycle: Solutions for the joint management of resources, water re-use

Dismantling, Decommissioning, Demolition, Disposal waste, Separative technologies

Solar Concentration - High solar performance

Biomarkers and diagnostic medical

Advanced and targeted therapies

Alternative medical care/therapy

Smart systems/big data/ applications to the living, to the environment and smart territories

Creative industries

Innovative and sustainable production

Recycling

Bioeconomy

Engineering: coast, ports

Housing and building in Mediterranean climate

Nautism - kite

STRATEGIC CLUSTER POLICIES FOR NEW GROWTHSHAPING STRATEGIC PARTNERSHIPS FOR THE TRANSFORMATION OF OUR ECONOMIES

The evolution of Cluster policies in the Basque Country

Florence, 10th July 2014

Background

3

Industrial Policy in the Basque Country: history and background

Basque Country has a long history defining economic development strategies over the past 35 years. The continuousness of plans and strategies, responding to specific needs at each stage, have progressively sought modernisation, competitiveness, specialisation, diversification and sophistication of the Basque economy based on existing capacities and exploitation of greatest potential opportunity areas.

The Basque Country has been at the forefront of the design and implementation of cluster policy since the early 1990s, when it embarked on a strategy to transform its economy in response to deep economic crisis and high levels of unemployment. Policy responses were sought to construct new competitive advantages, and the Basque government was a pioneer in the establishment of a Porterian cluster policy.

Technological Infrastructure Development

Europa 2020

Innovation Union

Common strategic framework

Smart Specialisation

Horizon 2020

Business Innovation Centers (BIC)

Regional Innovation Strategies (RIS)

1,2,3,4,5 Framework programme

Competitiveness Plan 2010-2013

PCTI 2015

1980 2020201020001990

PCTI 2010

Interinstitutional Plan for the Economic

Promotion 2000-03

Plan for Business Competitiveness and

Social Innovation 2005-2009

PCTI 2001-04

BioBasque Strategy

NanoBasque strategy

EnergiBasque strategy

Science, Technology and Innovation Plan

(PCTI)1997-2000

University Plan 2000-2003



Basque Country Digital Agenda 2015

PESI 2010

Support R & D business units

Science policy programme

The Basque Country in the

Information Society Plan (PESI) 2002-

2005

PRAI

Euskadi 2015

Clusters PolicyEuskadi Europe Plan 93

Industrial Technology Plan 93-96

Technological strategy plan

(PET)

Technological management and innovation programme

(PGTI) 91-96

Industrial Policy Plan 96-99

Industrial Policy Plan 91-95

Performances Industrial Policy 1981-1991

SOFAD 1982-1989

ECTA1983-1987

Advanced ManufacturingSmar

t Spe

cialis

atio

n St

rate

gy R

IS3

Regional Innovation Strategies (RIS+)

Regional Innovation and Technology Transfer Initiatives (RITTS)

6, 7 Framework programme

RIS3 strategies are a natural extension of Basque historical policies

4

The Basque Country applies strategies for regional development since the 80s. The cluster policy and the specific cluster

associations that it supports have been remarkably stable during the more than twenty-year life of the policy and have run in

parallel to the different R&D strategies

Strategies for regional development

. During this time three key milestones can be identified:

•1992: Following a mapping of industrial sectors, instruments were developed to support the development of new associations based on the weight of the identified clusters in the regional economy and to support the strengthening of the existing ones. The first two cluster associations were set up, from which another ten followed in the subsequent years.

•2000: After almost a decade managing cluster agreements, a thorough reflection took place to develop a new framework which put more emphasis on the strategic planning process of the cluster associations in order to better align cluster logic and regional priorities.

•2009: There was a move to extend the policy to other activities, beginning a ‘pre-cluster policy’ to identify and develop new clusters. This new scheme was open to existing sectoral associations providing specialized services in markets or technology that voluntary wanted to extend their range of actions to become full cluster initiatives.

Source: The Basque Country Competitiveness Report 2013. Productive transformation for the future. Orkestra

Outcome

6

Competitive position

Similar in:-Demographic structural aspects-Economic and technological specialisation-Business structure

The Basque Country is in a better relative position in result indicators and determinants of competitiveness than in indicators of intermediate performance.

Source: The Basque Country Competitiveness Report 2013. Productive transformation for the future. Orkestra

7

Manufacturing sectors´ GVA evolution. Millions of current euros, %, 2005 and 2012

Impact of technological intensity

230

57

1,130

1,188

763

443

1,635

4,526

514

891

93

819

681

265

59

1,391

1,300

712

361

1,435

3,758

87

881

90

780

533

Computer products & electronics

Pharmaceutical products

Machinery & equipment

Transport equipment

Electrical equipment

Chemical industry

Rubber, plastic & other non-metallic

Metallurgy and metal products

Manufacture of coke and refined petroleum products

Food industry, bevarages, tobacco products

Textiles, clothing, leather and footwear

Timber, paperand printing & reproduction

Furniture and other manufacturing

2005 2012

Medium-high-technology industries

Medium-low-technology industries

Low-technologyindustries

High-technologyindustries+15.5%

+3.0%

+23.1%

+9.5%

-6.6%

-18.5%

-12.2%

-17.0%

-83.1%

-1.2%

-4.0%

-4.8%

-21.8%

The Basque Country is an innovation follower according to the Regional Innovation Scoreboard. Medium-low technology intensity activities (OECD 2011) represent the 45% of manufacturing GVA, medim-high technology industries the 34%, low technology industries 20% and high intensity industries reach up to 2%

8

Energy

Machine toolsElectronics

& ICTEnvironment

Life Sciences Paper

Forge & Stamping

Metallurgy

Casting

Final user sectors

Supplying sectors

Household appliances

Transport Furniture

Hand tools

Cluster based industrial structure for a manufacturing oriented approach

The existing policy today supports 12 priority clusters associations and 10 pre-clusters. Financial support from the Government is around 2.5 M€/year.

A key concern in undertaking a modernisation of the policy is with how best to use clusters to align Basque industry with a strategy of re-industrialization through upgrading the higher added value manufacturing activities

Cluster Policy 2.0

10

• New challenges are pressing, related to the need to transform Basque industry towards higher-value and more radically innovative activities and to stem the renewed de-industrialisation processes of recent years.

• We are in the task of reviewing not only the temporary scheme launch in 2009, but the very own role of clusters associations and development instruments as multipliers of competitiveness in the new scenario.

• All of this points towards the need to modernise a cluster policy that has been in place for a long period of time and comes with considerable inertias.

Now in 2014 we find ourselves at a critical moment for reflection and change.

26% 25% 24% 23% 19% 20% 20% 20%

2005 2006 2007 2008 2009 2010 2011 2012

Percentage of manufacturing GVA GDP

5154

5961

58 59 60 59

CARG 05-12-1.5%

CARG 05-122.2%

24% 24% 24% 23% 22% 21% 21%

2005 2006 2007 2008 2009 2010 2011

Percentage of people employed in the manufacturing sector People employed

979 1,0021,030 1,034

998 898 997

CARG 05-11-2.7%

CARG 05-120.0%

Encouraging regional structural change through clusters

11

The response to these challenges is strongly connected with an emergent RIS3 strategy that emphasises cross-cutting synergies that are no necessarily well-served by the existing cluster policy.

•Main priorities meet different profile fields that together constitute a solid proposition, diversified and complementary. Priorities are not isolated elections, but a balanced strategy that combines a cross-cutting priority to various sectors in which the Basque Country has strong expertise and capacities (Advanced Manufacturing), and key sectorial area in the Basque Country (Energy) combined with commitment in a diversification field in search of a high-tech businesses with high growth potential (Biosciences).

Biosciences

Advanced Manufacturing

Energy

BUSINESS SECTORS

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Health

•Personalized Medicine•Medtech

Energy

•Generation•Transmission and distribution•Power electronics and capital goods•Commercialition

Transport

•Automotive•Aeronautics•Railroad•Naval

Machine tool

Metal Agro industry

Environmental

Advanced services

RIS3 priorities of the Basque Country

CRITERIA FOR DEFINING SMART SPECIALISATION PRIORITIES IN

THE BASQUE COUNTRY

•Be supported by identifiable strengths:

• A competitive business sector with the ability to exploit innovations and invest in their development.

• Differential technological and scientific capabilities.

•Address challenges in which Basque Country has capacity to provide knowledge-based solutions.

•Count on support tools (strategies, support programmes, etc.).

12


Health


Energy

•Generation•Transmission and distribution•Power electronics and capital goods•Commecialization

Transport


Machine tool

Metal

Agro industry

Environmental

Advanced services

BUSINESS SECTORS

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Based on whole cross-sectorial coverage, on the strong industrial tradition in the Basque Country, on the compared strength of a diverse business sector and on the existence of important technological capabilities related to manufacturing.

• High specialisation in the industrial sector (126% compared to UE 15), highlighting: metallurgy, transportation, machinery and equipment, energy, in general. Sectors with medium –level technology.

• Greater productivity in industrial sector and larger weight in R&D

• Existence of strong manufacturing clusters (automotive, aerospace, machine - tool ....), with an exporting profile and competitive (in terms of share of global exports).

• Reality of a ICT and electronics cluster with potential capabilities to incorporate these cross sectorial technologies in manufacturing business sectors

• Clusters with an "ecosystem“ comprised of SMEs, tractor companies, multinationals and scientific-technological agents.

• Consistency in industrial policy and wide range of support tools.

• Research capabilities in all types of agents of the RVCTI *

• Main area in industrial strategic research projects in the last five years

• High specialisation in Advanced Manufacturing of a number of Basque research centers **

• CIC marGUNE as a specific center oriented to the coordination of Advanced Manufacturing in the metal-mechanical field.

• Higher concentration of R&D business units (about 55% of all business units accumulating 70% of business sector research in R&D units)

• Experience incorporating enabling technologies in products and services

• R&D + innovation Advanced Manufacturing strategy focused in areas such as automation, intelligence, materials, efficiency and emergent capabilities.

• Sustainability-related elements that act as driver in the manufacturing industry:

• Efficient use of resources

• Process efficiency (in process design and energy)

• Reducing the overall environmental impact of the activities

• Creation and use of new materials

• New ways of manufacturing (3D, …)

• Smart mobility solutions adapted to the needs and lifestyle of the future

• Design and manufacturing of products that enable sustainable and intelligent development of large urban agglomerations

* RVCTI: Red Vasca de Ciencia, Tecnología e Innovación – Basque Science , Technology and Innovation Network** In the analysis were included Tecnalia Corporation, IK4 Alliance and CICs.


13


Agency

R&D&I agents

Advanced Manufacturing Technolgies

Advanced Materials Nanotechnologies Microtechnologies ICTBiotechnology

UnidadesI+D empr.

Final user sectors

Energy

Life Sciences Other

sectorsTransport

Materials production

Production means and

systems

Supplying sectors

Primary transformation

Advanced services

Advanced Manufacturing. Cluster integration

14

Strategic goals

SG5. To support education and practical training in technology and management systems related to advanced

manufacturing

SG1. To help basquecompanies to move

towards more knowledge intensive and higher

value-added manufacturing activities

SG4. To promotecollaboration and

support to accelerate the

industrialization of R&D&i results in

Manufacturing

SG2. To promote a structured multidisciplinary and technological convergence to develop manufacturing capabilities and "best in class“ solutions, optimizing existing resources

SG3. To integrate value chains in order to meet the advanced manufacturing

challenges by adding the unique capabilities of each sector and its

companies

kets

global value chains

scaling up

social innovation

added value

Advanced Manufacturing. The challenge

To buid bridges between different value chains and better exploit the transformative potential of cross-cutting technologies

15

A sectorial choice that seeks to strengthen a industrial sector that combines all links in the value chain, globally competitive, and that must find answers to highly strategic challenges that provide opportunities at local and international level.

• The energy sector is a key field, representing more than 6% of the total GVA of the Basque Country (17% of the industrial sector).

• The energy sector has 8 of the 25 largest companies in the Basque Country. It also comprises more than 350 companies and R&D agents.

• Sector with significant presence abroad, export share and research activity.

• Basque companies oriented to global market niches with a relatively attractive competitive position.

• The existence of Energibasque strategy oriented to coordinate technological and industrial development,and various support tools. This strategy focuses in areas where capabilities and potential are combined: smart grids, energy storage, wind energy, thermal energy, tidal / wave power, transport electrification.

• Energy companies generate 35% of revenues in the Basque Country, whilst retaining 58% of its R&D activity.

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Energy

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Transport


Machine toola

Metal Agro industry

Environmental

Advanced services

BUSINESS SECTORS

• Research capabilities in all types of agents of the RVCTI

• Main focus market in strategic research projects (18% of centres and CICs researchers are devoted to this sector)

• R&D effort of business sector

• Basque Country has a number of technology centres specialised in Energy and cooperative research centre, CIC Energigune dedicated to research in energy storage.

• R&D business units (20% approx.) linked to Energy.

• Challenges related to a cleaner and safer energy, but also a cheaper one:

• Evolution of renewable energies

• Energy storage

• Opportunities resulting from the automatization of distribution network and energy transport. (smart grids)

• Solutions to ensure universal access to energy.

• Efficient and sustainable energy solutions for mobility and urban agglomerations.

• Efficient use of energy resources concerning demand.

Energy

16

STRATEGY, STRUCTURE

&RIVALRY

ENTITIES FORCOLABORATION

GOVERNMENT

FACTORCONDITIONS

DEMANDCONDITIONS

RELATEDAND SUPPORTED

INDUSTRY

Energy. Consolidated Cluster

17

17

Public – Private Coordination

Sectoral positioning

analysis

Outreach

R&D

International

isation

Education

Resources

Associates

Basque Government

Other segments of

interest

ACTIVITIES VALUE PROPOSITION

ADRESSED SEGMENTS

Innovation

International strategy

Value chain integration

Energy. The challenge

The World Class Cluster business model

- Regional integration:- Customised SME support- Driving companies

anchorage- Local added value to

multinationals

- International strategy:- Cross-border bridge building

- Cross-sectoral collaboration:- Specialization patterns

diversification

- Near-market cluster-led demonstrators:

- De-risking the scaling-up- User-driven approach- Bringing together all

relevant public and private players

18

Based on a sustained commitment where important investments have been made in the creation of new high-level skills that open “windows of opportunity” in new economic sectors and market niches for existing businesses and start-ups.

• It is an emerging activity with rapid growth in the number of companies, and with some examples of success an creation of business groups within the sector, with international presence.

• Companies with a high component of R&D.

• Orientation to human health, and with minor application to food industry and industrial / environmental industry, and opportunities to deepen in its application in this fields.

• There are opportunities for diversification of certain industrial base traditional sectors (machine tool, rubber and plastic, metal components, etc.).

BioSciences

Heal

th a

nd

agei

ng

Ener

gy

chal

leng

e

clea

n, c

heap

, for

all,

etc.

.Cl

imat

e Ch

ange

and

Sust

aina

bilit

yUr

bani

satio

n

and

Mob

ility

AREA

S O

F O

PPO

RTU

NIT

YBiotecnol.

Microtecnolog

Nanotecnolo

g.

Materials

Means

Processes

Systems

Tecnologies

Advanced

manufacturing

CPSICT

Materials

SCIEN

TIFIC AN

D TEC

HN

OLO

GIC

AL CAPAC

ITIES IN

ENABLIN

G TEC

HN

OLO

GIES

Health


Energy

•Generation•Transmission and distribution•Power electronics and capital goods•Commercialization

Transport


Machine tool

Metal Agro industry

Environmental

Advanced services

BUSINESS SECTORS

• Facilitate health management (prevention, diagnosis, personalisation in care and treatment, incorporating new technologies, etc..), to address issues related to progressive ageing of population.

• Promoting the sustainability of health systems to meet the demands and requirements of people.

• Contribute to the improvement of quality of life through other elements (not specifically healthcare)

• New environmental management techniques

• Design of more efficient and sustainable industrial processes.

• Significant results generating new world-class capabilities related to biotechnology and nanotechnology.

• Creation of specialised centres: CIC bioGUNE, CIC biomaGUNE, CIC nanoGUNE, CIC microGUNE.

• Improving and strengthening the research and traction capacity of the health system.

• Orientation of micro-technology activity to the health sector.

• Use of materials technologies for development of new products in health sector.

• Agri-food research centres that have incorporated enabling technologies in their development.

Biosciences

19

19

Service Provision

Diagnostics

Therapeutics

OtherMedical devices

Advanced materials

Software

Biosciences. Emerging cluster

20

Biosciences . The challenge

Taking into account the specific features of emerging industries, such as high technological intensity, global market orientation, mostly newly based companies and capital intensive businesses, cluster services should address:

• Intellectual property protection• Professional investor analysis• Design of bundled offerings• Access to international markets• Out / In-licensing• Leverage capacities to outsourcers• Cross pollination

Shaping the value chain

21

CRISTINA OYONResponsable de Iniciativas Estratégicas Head of Strategic InitiativesAlda. de Urquijo nº 36

48011 BILBAO Bizkaia Tel.: [email protected]

SMART SPECIALISATION STRATEGY SMART SPECIALISATION STRATEGY IN TOSCANAIN TOSCANA

EMANUELE FABBRI

Laboratorio RIS3: La smart specialisation come strategia per lo sviluppo dell'economia regionaleFirenze 10/07/2014

Orientamenti comunitariOrientamenti comunitari

Verso la RIS3 in Toscana (1/2)Verso la RIS3 in Toscana (1/2)

Verso la RIS3 in Toscana (2/2)Verso la RIS3 in Toscana (2/2)

Versione preliminareVersione preliminareDGR n.478/2014 DGR n.478/2014

PrioritPrioritàà tecnologichetecnologiche

“..bacini di competenze nei quali la Toscana esprime eccellenze scientifiche, competenze tecnologiche, infrastrutture di ricerca ed un tessuto produttivo in grado di valorizzare specifici investimenti strategici con ampie ricadute sul territorio.”

Priorità ICT e Fotonica

Priorità Fabbrica Intelligente

Priorità Chimica e nanotecnologia

Roadmap Ricerca e sviluppoRoadmap Ricerca e sviluppo

Priorità ICT e FotonicaInternet of the things and services;Fotonica ed ICT per applicazioni medicali, industriali, civili;Applicazioni fotoniche e ICT per aerospazio.

Priorità Fabbrica IntelligenteSviluppo soluzioni di automazione e meccatronica per il sistema manifatturiero;Sviluppo soluzioni energetiche;Sviluppo soluzioni robotiche multisettoriali.

Priorità Chimica e nanotecnologiaSviluppo soluzioni tecnologiche integrate per la salute (nano/opto/farma); Sviluppo nuovi materiali per il manifatturiero;Sviluppo soluzioni per l’ambiente ed il territorio.

Roadmap InnovazioneRoadmap Innovazione

Priorità ICT e Fotonica:Applicazioni e servizi per la città intelligente;Piattaforme e servizi per il turismo e commercio;Piattaforme e servizi per l’industria ed il trasferimento tecnologico;

Priorità Fabbrica Intelligente:Processi ecosostenibili;Soluzioni di progettazione avanzata;Trasferimento tecnologico tra robotica medicale, bio-robotica, applicazioni

multisettoriali;

Priorità Chimica e nanotecnologia:Innovazione ed implementazione soluzioni tecnologiche sui nuovi materiali in

ambito manifatturiero;Innovazione ed implementazione soluzioni tecnologhe per la prevenzione,

diagnosi e cura della persona;Innovazione ed implementazione soluzioni tecnologiche per l’ambiente il

territorio e l’agricoltura sostenibile;

Interventi di sistemaInterventi di sistema

Priorità ICT e Fotonica:Diffusione della banda larga;Sostegno all'offerta di servizi on-line interoperabili integrati della P.A. – piattaforme digitali Interventi a

sostegno dello scambio di servizi qualificati (KIBS); Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologicoSviluppo soluzioni di mobilità urbana sostenibile;Valorizzazione patrimonio culturale e sistema museale;Sviluppo piattaforme ICT per la promozione e il miglioramento dell’offerta turistica e servizi turistici;

Priorità Fabbrica Intelligente:Diffusione della banda larga (Agenda digitale);Sostegno all'offerta di servizi on-line interoperabili integrati della P.A. – piattaforme digitali Interventi a sostegno dello scambio di servizi qualificati (KIBS); Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologico;Sviluppo soluzioni di efficientamento energetico e di riconversione industriale; Sviluppo soluzioni organizzative per il recupero della materia;

Priorità Chimica e Nanotecnologia:Integrazioni e partnership per lo sviluppo di tecnologie integrate per la salute;Integrazioni e partnership per lo sviluppo di tecnologie integrate per l’ambiente il territorio e l’agricoltura

sostenibile ed intelligente;

Interventi a sostegno dello scambio di servizi qualificati (KIBS);Potenziamento del sistema di incubazione ed infrastrutture di trasferimento tecnologico;

Introduzione del concetto di impresa dinamica;

Introduzione del concetto di investimento strategico;

Concentrazione tematica delle attività di ricerca e sviluppo;

Demarcazione tra innovazione e ricerca;

Adozione di iniziative di sistema;

Individuazione di specifici interventi di contesto;

Filiere interne e domanda interna;

Agenda Digitale come parte integrante della RIS3;

RIS3: elementi caratterizzantiRIS3: elementi caratterizzanti

RIS3: cluster policy e mercati RIS3: cluster policy e mercati internazionali internazionali

Razionalizzazione del sistema del trasferimento tecnologico- Divulgazione tecnologica;- Intelligenza economica;- Business matching.

Massima integrazione delle politiche- Poli di innovazione e servizi qualificati;- Catalogo servizi qualificati con servizi per l’internazionalizzazione;- Opportunità per integrazione interventi FSE e FESR;

Partnership con i sistema del credito-Maggiore facilità di capitalizzazione dei risultati della ricerca;

Grazie per l’attenzione!

[email protected]

Laboratorio RIS3: La smart specialisation come strategia per lo sviluppo dell'economia regionaleFirenze 10/07/2014

L’attivitainnovativa in

Toscana

Michele BenvenutiBanca d’Italia -Sede di Firenze

Innovazione,produttivita ecrescita

La metricadell’innovazione

La situazionedell’Italia

L’innovazione inToscana

Conclusioni

L’attivita innovativa in Toscana

Michele BenvenutiBanca d’Italia - Sede di Firenze

Laboratorio RIS3Firenze, 10 luglio 2014


Toscana






Conclusioni

Agenda

1. Innovazione, produttivita e crescita

2. La metrica dell’innovazione

3. La situazione dell’Italia

4. L’innovazione in Toscana


Toscana






Conclusioni

Il declino: fatti stilizzati

I Nell’ultimo ventennio la dinamica del PIL in Italia estata inferiore a quella di altri paesi industrializzati.

I Il ritardo nel PIL e imputabile piu all’andamento delPIL pro capite che a quello della popolazione.

I Il ritardo nel PIL pro capite e imputabile piu alprodotto per occupato che al tasso di occupazione ealla quota di popolazione in eta da lavoro.

I Il ritardo nel prodotto per occupato dipende soloparzialmente dalla dotazione di capitale per addetto.

I In ultima istanza il ritardo nel PIL e legato alladinamica della produttivita totale dei fattori, a suavolta funzione del progresso tecnico.


Toscana






Conclusioni

Il legame tra innovazione e produttivita

Early work on the sources of productivitygrowth revealed that growth in capital and laborexplained less than half of such growth in theUnited States and many other countries. Theremainder (the “residual”) was ascribed totechnical change and a large literature grew up thatattempted to find measures for technical change(improvements in capital and labor quality, R&Dactivities, and so forth) and use these measures totry to explain the residual growth in productivity.

Innovation and Productivity, NBER Working PaperBronwyn H. Hall


Toscana






Conclusioni

L’idea di innovazione: confini e tassonomia

I Definizione operativa (Oslo manual): “theimplementation of a new or significantly improvedproduct (good or service), or process, a new marketingmethod, or a new organisational method in businesspractice, workplace organisation or external relations”.

I Idea: l’attivita innovativa e condotta dalle imprese e dalsettore pubblico, si svolge in un determinato contesto(environment), richiede uno sforzo (input) e produce unrisultato (output).


Toscana






Conclusioni

L’idea di innovazione: le dimensioni

I EnvironmentI Capitale umano: diffusione titoli di studio, qualita della

didattica e della ricerca universitaria.I ICT: diffusione e costi accesso a Internet, uso dell’ICT

da parte di famiglie, imprese e PA.I Regolazione: costi e tempi per l’avvio di nuove attivita,

protezione degli investitori, enforcing dei contratti(efficienza del sistema giudiziario).

I Finanza: presenza di intermediari specializzati (venturecapitalist, business angel), accesso ai mercati borsistici.

I InputI Composizione della forza lavoroI Networking con altri soggetti privati o pubbliciI Spesa R&D privata e pubblica

I OutputI Diffusione di imprese innovativeI Adozione di strumenti per la protezione della proprieta

intellettuale


Toscana






Conclusioni

Il confronto internazionale

Dove “perdiamo”:

I Diffusione e utilizzo del web

I Contesto regolamentare

I Strumenti finanziari

I Istruzione forza lavoro

I Networking

I Spesa (privata) in R&D

Dove “pareggiamo”:

I Quantita e qualita dei research paper

I Diffusione di imprese innovative

I Marchi e design

Benvenuti, Casolaro e Gennari, Occasional paper, Bancad’Italia, 2013.


Toscana






Conclusioni

Radici e possibili rimedi

Punti di intervento:

I Frammentazione sistema produttivo: dimensioneaziendale ostacolo ad assumere costi e rischi R&D.

I Carenza di capitale umano: nelle funzioni manageriali,nella ricerca; eccessiva flessibilita ostacolo agliinvestimenti in formazione.

I Carenza di risorse finanziarie: scarsamente diffuso ilcapitale azionario.

I Modesti risultati dalle risorse pubbliche: necessita dimigliorare disegno e gestione degli incentivi.

Bugamelli, Cannari, Lotti e Magri Occasional paper, Bancad’Italia, 2012.http://www.bancaditalia.it/studiricerche/convegni/atti/

innovation-in-Italy

http://www.bancaditalia.it/studiricerche/convegni/atti/innovation-in-Italy

http://www.bancaditalia.it/studiricerche/convegni/atti/innovation-in-Italy


Toscana






Conclusioni

La situazione in Toscana

Il quadro e analogo a quello italiano:

I La spesa in R&D e limitata; vi incide il peso ridottodi settori ad alta tecnologia.

I L’impiego di fondi europei e, in termini pro capite,piu elevato della media nazionale.

I Una impresa su tre ha introdotto innovazione diprodotto o di processo.

I Protezione della proprieta intellettuale:I Brevetti: meno dell’Italia, ma dipende dalla

struttura.I Marchi: meno dell’Italia, a causa di una minore

propensione.I Design: piu dell’Italia, ma solo per la struttura, non

per la propensione.


Toscana






Conclusioni

Questioni aperte

L’applicazione della metrica all’Italia conduce a unavalutazione largamente insoddisfacente, da tanti punti divista, della capacita di innovare del sistema economico. Lavia d’uscita (autoindulgente) poggia su due spiegazionivicine tra loro:

I Sı, ma data la specializzazione settoriale la nostrainnovazione e differente. Quanto e convincente la storiadell’innovazione incrementale?

I Sı, ma la nostra capacita competitiva si fonda suelementi diversi da quelli qui misurati. Quanto e(ancora) convincente la storia del volo del calabrone?

In generale la lettura della capacita innovativa - e la connessaattivita di policy - dovrebbe porsi laicamente rispettoall’assenza attuale di un paradigma prevalente di sviluppo.


Toscana






Conclusioni

Grazie per l’attenzione


Toscana






Conclusioni

Scomposizione del PIL

PIL =PIL

popolazione· popolazione

PIL

popolazione=

PIL

occupati· occupati

pop.attiva· pop.attiva

popolazione

PIL

occupati= progresso tecnico ·

(capitale

occupati

)a


Toscana






Conclusioni

La produttivita

BANCA D’ITALIA Relazione Annuale101 2013

Figura 9.1

Dinamiche della produttività nei maggiori paesi dell’area dell’euro: totale economia

(indici 1993=100)

(a) produttività del lavoro (1) (b) produttività totale dei fattori (2)

90

100

110

120

130

140

'93 '95 '97 '99 '01 '03 '05 '07 '09 '11

Italia

90

100

110

120

130

140

'93 '95 '97 '99 '01 '03 '05 '07 '09 '11

Fonte: Eurostat, National accounts e Ocse.(1) Valore aggiunto ai prezzi base per ore lavorate; quantità a prezzi concatenati; cfr. nell’Appendice la sezione: Note metodologiche. – (2) Contributo alla crescita del prodotto, non spiegato dalle dinamiche dei fattori lavoro e capitale; cfr. nell’Appendice la sezione: Note metodologiche.

Tali dinamiche sono il risultato di varie determinanti. Analisi su dati dell’OCSE indicano che, in Italia, il contributo derivante dalla riallocazione della produzione verso le imprese e i settori più efficienti è inferiore rispetto agli altri principali paesi avanzati, a causa di una più restrittiva regolamentazione dei mercati dei beni, dei servizi e dei fattori produttivi e di un contesto istituzionale meno favorevole all’attività imprenditoriale. L’efficienza delle imprese è frenata dalla scarsa propensione all’innovazione di processo e di prodotto, imputabile a caratteristiche settoriali e dimensionali, alla complessiva regolamentazione dell’attività di impresa e alla dotazione di capitale umano (cfr. il capitolo 11: L’innovazione nella Relazione sull’anno 2012). I costi produttivi, elevati nel confronto internazionale soprattutto a causa del livello della tassazione, hanno frenato la competitività sui mercati internazionali.

Fino al 2008 l’espansione dell’occupazione è stata sostenuta dalla maggiore flessibilità nell’utilizzo del lavoro, che si è riflessa in un aumento del tasso di occupazione di cinque punti percentuali tra il 1993 e il 2008 (al 58,7 per cento nella popolazione tra 15 e 64 anni di età), e dai flussi migratori, che hanno portato gli stranieri a rappresentare il 10 per cento degli occupati totali nel 2013. L’accumulazione di capitale si è mantenuta su valori elevati nel confronto internazionale e in prospettiva storica, ma si è concentrata soprattutto nel settore immobiliare; gli investimenti nelle nuove tecnologie dell’informazione e della comunicazione non hanno invece tenuto il passo rispetto agli altri paesi avanzati.

Dal 2008, e soprattutto dalla seconda metà del 2011, la recessione che ha investito l’economia italiana si è accompagnata a una forte riduzione degli investimenti (cfr. il capitolo 8: La domanda, l’offerta e i prezzi) e dell’occupazione (cfr. il capitolo 10: Il mercato del lavoro); la produttività totale dei fattori ha subito un sensibile arretramento (-0,8 per cento).

Dal 2011 è stata avviata un’estesa attività di riforma finalizzata a creare condizioni più favorevoli alla crescita. Sono stati varati interventi per: (a) rendere più efficiente il mercato del lavoro; (b) favorire il ricorso delle imprese al capitale azionario e incentivare gli investimenti in fondi di venture capital e nel capitale di rischio di aziende in fase


Toscana






Conclusioni

Web: diffusione e utilizzo

IT FR GE SP SW

Web access indicators

% of broadband subscribers (left)% of individuals using Internet (left)Fixed subscription cost (% of GPD PC, right)

010

2030

4050

6070

8090

100

00.

20.

40.

60.

81

1.2

1.4

IT FR GE SP SW

Web usage indicator

ICT use and government efficiencyImpact of ICT on accesses to basic servicesExtent of business Internet use

01

23

45

67

01

23

45

67


Toscana






Conclusioni

Contesto regolamentareIT

FR

GE

SP

SW

Doing business areas (world ranking)

OverallStarting a businessGetting creditProtecting investorsEnforcing contracts

0 20 40 60 80 100 120 140 160 180

ITF

RG

ES

PS

W

Doing business areas (world ranking)

Resolving insolvencyPaying taxesTrading across bordersRegistering propertyDealing with construction permitsGetting electricity

0 20 40 60 80 100 120 140 160 180


Toscana






Conclusioni

Finanza per l’innovazione

IT FR GE SP SW

Venture capital and business angels

Venture capital, % GDP (left)Business angels, no. (right)

00.

025

0.05

0.07

50.

10.

125

015

3045

6075

90

IT FR GE SP

Stock capitalization (% GDP)

015

3045

6075

015

3045

6075


Toscana






Conclusioni

Forza lavoro: istruzione e addetti R&D

IT FR GE SP SW

Work force: graduates and R&D personnel

Graduates, % (left)R&D personnel, % (right)

05

1015

2025

3035

40

02.

55

7.5

1012

.515

17.5

20

IT FR GE SP SW

R&D personnel by sector (%)

All sectorsBusiness enterpriseGovernmentHigher education

00.

51

1.5

22.

53

00.

51

1.5

22.

53


Toscana






Conclusioni

Networking

IT FR GE SP SW

Enterprises engaged in cooperation (%)

Any formConsultants, comm. labs, private R&DUniversities, higher education inst.Government, public research inst.

05

1015

2025

3035

40

05

1015

2025

3035

40

IT FR GE SP SW

Co-publications

050

0010

000

1500

020

000

2500

0

050

0010

000

1500

020

000

2500

0


Toscana






Conclusioni

Spesa in R&D e fonti di innovazione

IT FR GE SP SW

HERD financed by industry (%)

02.

55

7.5

1012

.515

02.

55

7.5

1012

.515

IT FR GE SP

Sources of innovation (%)

Within enterprise/groupSuppliersCustomersCompetitors

010

2030

4050

60

010

2030

4050

60


Toscana






Conclusioni

Produzione di ricerca universitaria

IT FR GE SP SW

Universities in top 500

05

1015

2025

3035

40

05

1015

2025

3035

40

IT FR GE SP SW

Research paper indicators

Number of pubblication (x1,000, left)Citations per document (right)

025

5075

100

125

150

00.

250.

50.

751

1.25

1.5

1.75

2


Toscana






Conclusioni

Diffusione imprese innovative

IT FR GE SP SW

Enterprises engaged in innovative activity (%)

OverallSmallMediumLarge

010

2030

4050

6070

8090

100

010

2030

4050

6070

8090

100

IT FR GE SP SW

Enterprises engaged in technological innovative activity (%)

OverallSmallMediumLarge

010

2030

4050

6070

8090

010

2030

4050

6070

8090


Toscana






Conclusioni

Protezione proprieta intellettuale

IT FR GE SP SW

Patents

Patents per 100,000 workers (left)Triadic patents, % (right)

050

100

150

200

250

300

03

69

12

IT FR GE SP SW

Trademarks and industrial designs

Trademarks per 1,000,000 pop. (left)Industrial designs per 1,000,000 pop. (right)

050

100

150

200

250

300

025

5075

100

125

150

175


Toscana






Conclusioni

R&D

15

L’attività innovativa in regione

La capacità delle imprese di innovare i prodotti, i processi produttivi o gli assetti organizzativi e gestionali rappresenta un importante stimolo per la crescita di un si-stema economico. L’innovazione si presenta peraltro come un fenomeno complesso e articolato, di difficile misurazione. L’approccio più comunemente usato per una valutazione quantitativa prende in esame gli input dell’attività innovativa, come la spesa in ricerca e sviluppo o la forza lavoro impiegata, e gli output, come la diffusione di imprese innovative e il ricorso a strumenti per la protezione della proprietà intellettuale (brevetti, marchi, design). Gli indicatori disponibili mostrano un ritardo dell’attività innovativa delle imprese italiane rispetto ai principali paesi eu-ropei. Se si prende in esame il settore produttivo nel suo complesso, il quadro degli in-dicatori disegna per la Toscana una situazione di diffusione di processi innovativi a minore contenuto tecnologico, concentrati prevalentemente nei settori tradizionali.

Gli input. – La quota di risorse umane impiegate nelle aziende toscane in attività innovativa, ancorché in crescita nel decennio 2000-2010, è inferiore a quella del Cen-tro: gli addetti alla ricerca e sviluppo rappresentavano nel 2010 l’1,4 per cento degli addetti totali (1,7 nel Centro), i ricercatori lo 0,7 (0,8 nel Centro; tav. a15 e fig. 1.5a). Ciò è dovuto alla minore presenza in settori a più alta concentrazione di ricerca e svi-luppo: secondo l’Archivio statistico delle imprese attive (ASIA) dell’Istat la percen-tuale di addetti in settori ad alta tecnologia è in Toscana largamente inferiore a quella del Centro (2,4 per cento, contro il 4,3). Analogamente, gli investimenti in ricerca e sviluppo nel 2009 rappresentavano l’1,2 per cento del prodotto, un valore inferiore alla media del Centro (fig. 1.5b).

Figura 1.5

Input del processo di innovazione (valori percentuali)

(a) Ricercatori e addetti ricerca e sviluppo (1) (b) Spesa in ricerca e sviluppo (2)

0,0

0,5

1,0

1,5

2,0

Quota ricercatori Quota addetti R&S0,0

0,5

1,0

1,5

2,0ToscanaCentroItalia

0,0

0,4

0,8

1,2

1,6

R&S imprese R&S pubblica R&S totale0,0

0,4

0,8

1,2

1,6

ToscanaCentroItalia

Fonte: Eurostat. Cfr. la sezione: Note metodologiche.

(1) Quota sul totale addetti; dati riferiti al 2010. – (2) In percentuale del PIL; dati riferiti al 2010.

I progetti realizzati a livello nazionale e regionale con l’utilizzo di fondi europei rappresentano un importante strumento di finanziamento pubblico dell’attività inno-vativa delle imprese, singolarmente o in partnership con enti di ricerca pubblici e pri-vati. Utilizzando la banca dati OpenCoesione del Ministero dello Sviluppo economi-co (cfr. la sezione: Note metodologiche), emerge che la regione è stata destinataria per il periodo di programmazione 2007-2013 del finanziamento di 828 progetti, per un ammontare totale di risorse pubbliche pari a circa 410 milioni di euro (tav. a16).


Toscana






Conclusioni

Protezione proprieta intellettuale

17

brevetti “high tech” risultano pari alla fine del periodo a 6,0 per milione di abitanti, un valore al di sotto di quello del Centro (6,8; tav. a15).

Considerando esclusivamente i brevetti delle imprese, nello stesso periodo quelle toscane ne hanno deposi-tati 560: i settori maggiormente rappresentati sono stati le macchine e gli apparecchi meccanici (33,7 per cen-to) e le macchine elettriche, elettroniche e gli apparecchi di precisione (25,8 per cento; tav. a18). Rispetto alla composizione dei brevetti dell’intero paese, la Toscana presenta una specializzazione nelle macchine elettriche, elettroniche e apparecchi di precisione.

Nel periodo 1999-2011 in Toscana sono stati depositati presso l’Ufficio per l’armonizzazione del mercato interno (UAMI) 12.024 marchi, 7,5 ogni 1.000 addetti (tav. a19). L’intensità di produzione di marchi si colloca in una posizione intermedia tra quella delle regioni del Centro (7,2 marchi per 1.000 addetti) e l’Italia nel suo com-plesso (7,7). I marchi provengono in prevalenza dall’industria, sia da quella a più alta tecnologia (3.844) sia da quella tradizionale (5.338), per la quale la regione presenta una specializzazione rispetto alla composizione italiana.

Tra il 2003 e il 2011 le imprese industriali e delle costruzioni toscane hanno presentato 6.973 domande di registrazione di design presso l’UAMI, una media di circa 15,1 domande per 1.000 addetti. L’intensità di produzione è superiore sia alle re-gioni del Centro, sia a quella dell’intero paese (rispettivamente, 13,3 e 13,5). Le do-mande provengono per quasi l’85 per cento dall’industria tradizionale.

Tavola 1.1

Scomposizione della differenza nell’intensità innovativa (1) (valori percentuali)

AREA Differenza dalla media nazionale Effetto efficienza Effetto struttura Effetto allocativo

Brevetti per migliaia di addetti

Toscana -0,53 0,09 -0,48 -0,14

Centro -0,46 -0,10 -0,32 -0,04

Marchi per migliaia di addetti

Toscana -0,25 -0,49 0,55 -0,31

Centro -0,56 0,46 -0,82 -0,20

Design per migliaia di addetti

Toscana 1,52 -1,41 3,10 -0,17

Centro -0,25 -1,17 1,12 -0,20

Fonte: elaborazione su dati Istat, Patstat e Unioncamere – Dintec, Osservatorio brevetti, marchi e design. Cfr. la sezione: Note metodo-logiche. (1) La scomposizione effettuata sui brevetti include soltanto quelli depositati dalle imprese.

L’intensità del ricorso a brevetti, marchi e design è fortemente influenzata dalla struttura settoriale. La tavola 1.1 riporta la differenza tra il dato regionale per addetto e quello nazionale scomposto in tre parti: l’effetto efficienza, che misura la capacità innovativa della regione assumendo la composizione settoriale dell’Italia, l’effetto struttura (industry mix), che è dovuto alla specifica composizione settoriale regionale, e quello allocativo, che misura la correlazione tra i primi due effetti. Nel caso dei bre-vetti la minore intensità innovativa è principalmente la conseguenza di una maggiore presenza di settori a bassa intensità di brevettazione (effetto struttura). Con riferi-mento ai marchi, invece, è la minore efficienza a parità di struttura che determina la

Smau Firenze 2014 - Laboratorio RIS3: La smart specialisation come strategia per lo sviluppo...

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