INNOVATION UNION The contribution of Europe s regions and cities KEYNOTE Markku Markkula

Transcription

1 INNOVATION UNION The contribution of Europe s regions and cities KEYNOTE Markku Markkula Member of the Board of the Helsinki Regional Council & Chair of the Steering Group for Regional Use of Structural Funds, Finland Member of the CoR Europe 2020 Monitoring Platform Steering Committee 1

2 The Content of my Contribution Part 1: CoR some key policy statements with respect to Innovation Union Part 2: Change Policy Closing the Innovation Divide & Smart Specialisation Part 3: Basic facts & the results of the Europe 2020 Monitoring Platform's survey on the "Innovation Union" flagship initiative with some conclusions Part 4: How? From Triple Helix to Regional Innovation Ecosystem Part 5: Summary 2

3 CoR Starting Points: CoR Policy Guidelines in Implementing EU2020 Key basic findings based on recent studies: 1. Use the existing knowledge: 80% of innovation value comes from the widespread adoption of Innovation with 20% of value coming from the production of Innovation (OECD); 2. World without borders: Innovation is more and more based on multidisciplinary approach. We need to balance technological, design and social innovationin both the public and private sectors, all of which are influenced by far-reaching digitisation (Aalto University); Committee of the Regions (CoR ) calls for 1. strong regional measures to turn research results into innovation that is locally tailored and can be applied throughout Europe; 2. building regional innovation capacity on the basis of smart specialisation and European partnerships; 3. pioneering regions to form European consortiums integrating different capabilities to create ground-breaking societal innovations for Europe-wide use. Through its various actors, each region can become a pioneer focusing on its own needs and strengths; Based on CoR Plenary Resolutions and Opinions

4 Speed up and Scale up EU2020 Implementation More Societal Innovations Digitalisation& KET Real Life Test-beds Regional Innovation Ecosystems & Pioneering EU2020 Open Innovation & Smart Specialization Urban Design Solutions Scientific Excellence Markku Markkula, Chair CoR-EPP Task Force on Europe 2020, Aalto University, Finland

5 Starting Points for Regional Level RIS3 Governance Our CoR experiences coming from many regions give a strong support on the following Smart Specialisation Platform statements: RIS3 is an economic transformation agenda. RIS3 is a dynamic and evolutionary process(not a structure) deeply grounded in an entrepreneurial discovery process (not a one-off action) where governments are rather facilitators than in a position of command and control. RIS3 is for innovation leaders and for those lagging behind. This means that Smart Specialization is above all a process strengthening regional co-creation and business collaboration through stakeholder involvement and shared ownership, not an issue of traditional governance structures: RIS3 is a process a) to foster stakeholder engagement under a shared vision, b) to link small innovative firms and also large companies on value networking, c) to commit the main actors in operating through the orchestrated multi-level governance, and d) to help build creative and social capital and thus increase the renewal capital at the local and regional level in different communities of practice. Markku Markkula

6 CoR Opinion on Closing the Innovation Divide (30 May 2013) The recent development has throughout the world led to new operational units with flexible entities characterized by a strong collaborative approach in all their activities. As the Committee of the Regions defined in its opinion Closing the Innovation Divide, the examples include: Incubators and Accelerators, Living Labs, Entrepreneurial Hubs, Development Labs, Social Innovation Labs, Fab Labs, Societal Innovation Learning Camps and Future Centers. They usually operate as associated collaborative entities of universities, municipalities and businesses. Other points in the opinion include: 1. As many phenomena of the digital society have already demonstrated, significant transformation takes place from the bottom up, and a pervasive mindsetof "entrepreneurial discovery" is critical. The CoR encourages the Commission to set up "entrepreneurial discovery" programmes to work at different levels and discover what is most effective for local needs and European scaling. 2. Innovation communities operate as ecosystems through systemic value networking in a world without borders. Regions need new arenas as hotspots for innovation cocreation. These could be described as "innovation gardens" and "challenge platforms", which together form prototype workspaces for inventing the future. 3. The best pioneers for developing and running Europe-wide projects should be financed through Horizon 2020 and cohesion funding the aim being also to test effective methodologies and tools in real life collaboration and cross-border learning. Markku Markkula

7 CoR key messages and proposals: 1. Painting the Innovation Landscape & AFew Crucial Policy Guidelines to Achieve the Targets of EU2020 In Europe, we need to: 1.stress the importance of Innovation. It is about networking and collaboration in a deep sense: Modernizing Triple Helix Regional Innovation Ecosystems 2.encourage bottom-up activities: co-creation, co-design and co-production, working in true "know-how" collaboration instead of just urging governments to develop new "solutions" for citizens. 3.strive for societal innovation, with living labs, testbedsand open innovation methods in regional innovation policy-making, while getting citizens on board; 4. implement the Knowledge Triangle as a key principle in European university reform (greater synergies between research, education and innovation); 5.focus more on the active use of innovative public procurement, combined with simplification of procedures; 6.stress the importance of Europe-wide collaboration and transnational cooperation projects between regions, building on innovation support and smart specialisation strategies;

8 CoR key messages and proposals: 2. Entrepreneurial Discovery a Key Driver of Transformation 1.As many phenomena of the digital society have already demonstrated, significant transformation takes place from the bottom up, and a pervasive mindsetof "entrepreneurial discovery" is critical. The term "entrepreneur" is inadequate here because it is often interpreted rather narrowly. 2.Discovery also means more than innovation. It is rather a new activity exploring, experimenting and learning what should be done in the relevant industry or subsystem in terms of research, development and innovation to improve its situation. 3.Entrepreneurial discovery means experimentation, risk-taking, and also failing. It means individuals often working together with others in networks, assessing alternatives, setting goals and creating innovations in an open-minded way. 4.The CoR encourages all parties concerned to actively engage in science-society dialogues that explore and underscore how to translate the results of research into real-life practice. Schools and all educational bodies play a crucial role here.

9 CoR key messages and proposals: 3. Knowledge Sharing and Reuse A Circular Economy 1.We need to speed-up the transformation by Europe wide partnerships based on pioneering and scaling. 2.A circular economy is an economy in which things are not thrown away or lost, but allowed to circulate and be reused so that their value is not lost, but enhanced. 3.The term derives from new thinking about next-generation concepts for sustainable development. In a circular economy for knowledge, the results of research programmes and projects ideas, insights, recommendations, methodologies, practical proposals, prototypes and inventions can be rediscovered, accessed, and applied in current programmes and projects in related and relevant areas. 4.In moving towards a circular economy for knowledge, national funding bodies could revisit and explore the results of projects completed during the last 5-10 years, and unlock their treasures for reuse in new regional and national contexts. Directorates- General in the Commission could do the same, making results accessible more broadly across different domains, in order to address societal challenges. 5.RDI activities are required to pilot and create prototypes of a. spatial configurations with physical, intellectual and virtual dimensions, and b. orchestration and knowledge management toolkits needed to address challenges.

10 CoR key messages and proposals: 4. Creating Challenge Platforms Based on Co-creation and Bench-learning 1.Digitisation drives change, and convergence towards digital services is speeding up. New business ecosystems and value creation arenas are often driven by new consumer behaviours as a result of user-centric designs and openness. 2.Regions need new arenas as hotspots for innovation co-creation. These could be described as "innovation gardens" and "challenge platforms", which together form prototype workspaces for inventing the future. 3. The CoR stresses that these platforms should be based on both bench-learning (validating ideas that work in one organisation and one region by testing them in other organisations and regions) and bench-doing (giving added value to new ideas by turning them into practical innovations in several regions at the same time). 4.However, we need to stress the importance of research. Knowledge exploitation and capacity-building processes, and knowledge exploitation in organisational learning, are concepts that are becoming important, as well as exploration and knowledge co-creation.

11 CoR key messages and proposals: 5. Developing Attractive Innovation Environments Digitisation drives change, and convergence towards digital services is speeding up: 1.The best laboratories for breakthrough innovations today are no longer traditional university facilities, but regional innovation ecosystems operating as testbedsfor rapid prototyping of many types of user-driven innovations, based on transformative and scalable systems. 2.Innovation communities operate as ecosystems through systemic value networking in a world without borders. 3.Innovation processes are strongly based on demand and user orientation and customers as crucial players in innovations. 4.Innovation strategies focus on catalysing open innovation and encouraging individuals and communities towards an entrepreneurial mindsetand effective use and creation of new digitalised services. 5.Innovation is often based on experimenting and implementing demonstration projects by partnerships, using the best international knowledge and creating new innovative concepts.

12 CoR key messages and proposals: 6. What next? Exploring & Experimenting & General Action 1. The CoR strongly believes that the process of defining how the many suggestions and recommendations in this opinion can be realised in practice, and collaboratively exploring promising approaches for implementing them within and across regional boundaries, is the most effective way to turn excellent intentions into real results with a powerful impact on the streets of Europe. 2. The objective is to accelerate the desired change both in general and through a number of measures designated as priority projects. 3. Responsibility for the changes needed lies with all levels and all players. 4. Responsibility for implementing the proposals made in this opinion will of course lie chiefly with the European Commission, as well as local and regional decision-makers and other players. Responsibility also lies with the Irish presidency and also the forthcoming presidencies, which can put some or all of the proposals made here into effect as soon and as far as possible. 5. The CoR recommends that the potential of the EU's INTERREG initiative be fully exploited and that it be given sufficient resources by establishing platforms for mutual learning and also by fostering the international exchange on innovation strategies.

13 The RIS3 Process: Six Challenges to Implement Smart Specialisation Strategies in Practice CHALLENGE 1: The prioritization challenge: how to select (and justify) priority intervention domains for S3? CHALLENGE 2: The integrated policy challenge: what are the adequate policies for S3? CHALLENGE 3: The smart policy-making challenge: what tools for evidencebased policy (measuring, assessing and learning in S3)? CHALLENGE 4: The multi-level governance challenge: how to align policies from national, regional, EU levels? CHALLENGE 5: The cross-border collaboration challenge: what is the appropriate territory to conduct a S3 and how to conduct polices that conform to it? CHALLENGE 6: The stakeholders engagement challenge: how to promote participation, engagement and commitment of the variety of stakeholders? Source: The role of clusters in smart specialisation strategies, DG Research

14 Local Digital Agenda for the Helsinki Region based on Smart Specialisation Draft (the process goes on) We will pioneer solutions to tackle Grand Societal Challenges. We will focus on: 1. Smart Urban Design, especially Open Data 2. Active and Healthy Ageing 3. Low Carbon Economy, especially Cleantech& Smart Traffic This means especially fueling Industrial Leadership by focusing on: 1. Regional Service Architecture and Modeling 2. Digitalization of System Processes, especially Services 3. Mindset and Other Enablers for Start-up and Growth Companies And this means scientific excellence focusing on: 1. Open Innovation Interlinked Ecosystems 2. Human Centered Living Environments: Integrating Real and Virtual Reality 3. Key Enabling Technologies and their multidisciplinary applications Draft by Markku Markkula Fall 2013:based on the CoR Horizon 2020 opinion, European collaboration on LDA activities, the EUE/RIE plans, the EU Smart Specialisation Mirror Group and Helsinki Region policy programmes.

15 My message can be simplified by showing the need to processing and integrating two layers Need for radical improvements in human processing power, i.e. processes, working methods and education.. ).. ).. ) 2. Human behavior ) ) ) ) ).. ).. ) Human computing interaction! 1. ICT Internet computing internet Social media Crowdsourcing & tools Brain-computer interfaces Recommendation engines Rapid increase of the computing power and amount of data and information will happen anyhow!

16 Paradigm Shift Based on Smart Digitalization Picture is based on Francesca Briaarticle in Open Innovation Yearbook 2012

17 Paradigm Shift Based on Smart Digitalization SOCIO ECONOMIC ECOSYSTEM GOVERNANCE & POLICY REGULATORY FRAMEWORK USAGE AREAS & SMART PILOTS APPS AND DATA PROVISION APPS SERVICE SUPPORT & CLOUD CORE PLATFORM ICT INFRASTRUCTURE Markkula, M., Miikki, L., Hyyppä, H., and Pirttivaara, M., Aalto University,

18 We are the hot spot of societal innovations: Research and innovation focusing on needed developments shown by the five layers & integrating the human and digital interaction in urban planning Applying smart digitalization in urban planning & urban design Applying smart digitalization in human behavior & social interaction Markku Markkula Aalto University

19 Energizing Urban Ecosystems research program: Integrating Research and Innovation of Urban Design & ICT In Real Life Practice (the Aalto University Campus and Its nearby Ecosystem) SOCIO ECONOMIC ECOSYSTEM SOCIO ECONOMIC ECOSYSTEM USER DRIVEN HUMAN COLLABORATION AND PROCESSES GOVERNANCE & POLICY REGULATORY FRAMEWORK OPEN INNOVATION FOR QUALITY OF LIFE USAGE AREAS & SMART PILOTS APPS AND DATA PROVISION APPS PLATFORMS INTEGRATING VIRTUAL AND REAL WORLD SERVICE SUPPORT & CLOUD PLATFORM URBAN INFRASTRUCTURE AND ENVIRONMENT FUTURE INTERNET INFRASTRUCTURE Urban Planning Perspective Regional Innovation Ecosystem Smart Digitalization Perspective

20 Integrating Urban Design and ICT All of this is strongly characterised by digitalisation. The European political, cultural and economic model is based on diversity, subsidiarity, collaboration, and pervasive creativity across all of society. All the key elements exist that are needed for creating the European Open Innovation Ecosystem to become a source of profitable and fast business growth. Therefore, European distributed innovation should be the basis for a new smart and sustainable economic model underpinned by open architectures and standards for Internetconnected environments that allow interoperability, governed privacy, and data portability. Francesca Briahas proposed a synthetic model that can help to understand the evolution of the Internet ecosystem and to encourage a productive conversation on the possible models and strategies for Europe to exploit the technological and commercial opportunities in the digital economy, while fostering societal innovation. The model Future Internet Ecosystem for Smart Cities and Regions is based on the frame of five layers describing a holistic approach with not only the technological requirements and developments, but also regulatory, social and business issues: constituencies, governance, applications, cloud platform, and ICT Infrastructures. European development and potential can be understood by dividing the frame into these layers. The first and second layers of constituencies and regulations are structurally coupled with the technology and business infrastructure layer and the application layer. Due to the impact of the Future Internet-enabled services on the life of citizens, cities and regions should therefore be fully involved in the process of governance related to the deployment of digital infrastructures and Internet-enabled services. They represent a critical mass, able to scale up and reuse the new applications and services developed. Text taken from Markku Markkula SEFI Keynote 24 September 2012

21 Context: R&D expenditures far from 3% GDP EU target Only Finland, Sweden and Denmark spend more than 3% on R&D Many national targets below the 3% EU target and yet not reached 4,50 4,00 3,50 3,00 2,50 2,00 1,50 1,00 0,50 0, Target Total intramural R&D expenditure (% GDP) Source: Eurostat 21

22 Context: R&D expenditures far from 3% GDP EU target Gross domestic expenditure on R&D, 2010 (% of GDP) Source: Eurostat A few regions reached the 3% target The 30 regions with the highest expenditure already account for approximately 40% of the EU's total research. Ten of these are in Germany, five in the UK, four in Sweden, three in Denmark and two each in Austria, Belgium, Finland and France. 22

23 Context: innovation performance Only 4 countries categorised as innovation leaders Positive sign: innovation performance is higher in 2012 than in 2010 in case of most countries The change in innovation performance between 2010 (grey columns) and 2012 (% GDP) Source: Innovation Union Scoreboard

24 Presentation of the results of the Europe 2020 Monitoring Platform's survey on the "Innovation Union" flagship initiative Context: innovation gap at regional level Large diversification in innovation performance among MS and even larger at regional level. Regional innovation support programmes should be better tailored to meet each region s specific assets and strategies. Source: Regional Innovation Scoreboard

25 What National Intellectual Capital Tells. The New Club of Paris produced for the CoR Innovation Union conference a special paper including the results of intellectual capital studies and some conclusions Professors: Carol Y.Y. Lin, Leif Edvinsson and Pirjo Ståhle This paper in progress is available through the conference material.

26 The Need to Increase European Renewal Capital Some concluding issues to consider for vitalizing European Renewal Capital are: Understanding and visualizing the importance of Intangibles in regional innovation ecosystems, in order to encourage their mapping, cultivation, development and acceleration; Open Innovation 2.0 is the core concept for reparadigmingregional renewal and development. The traditional input perspective for increasing Innovation should be supplemented with visualized outcome and impact perspectives, in order to generate systematized ripples effects, especially for the Relational Capital; Supporting Open Innovation 2.0 developments to create favorable conditions for increasing Renewal Capital of the regions, for example through innovation gardens and challenge platforms; Focusing more on multidisciplinary and multicultural collaboration, mobilizing activities for societal innovations and organizing more cross-european Partnerships, through initiatives such as ACSI (Aalto Camp for Societal Innovation) and the Danube Region innovation ecosystem activities; Increasing cross-cultural and cross-generational innovation alliances, especially with Asia.

27 Innovation Union Survey: background information Survey running between 18 July and 27 September responses from 17 countries 51% from regions 22% from cities, towns and municipalities 15% from counties/provinces 12% others (association of LRAs, socio-economic organisations) Responses by type of authority Responses by EU member state 3% 2% 2% 5% 15% 22% 51% Region City Province Association of Cities and Regions Organisation County Other 27

28 Innovation Union: Challenges Challenges faced by LRAs 1. Poor access to finance for innovative start-ups (63%) 2. No real cooperation between research and industry (63%) 3. Under-investment in the existing knowledge base (49%) Under-investment in the existing knowledge base Poor access to finance for innovative start-ups High costs of intellectual property rights (IPRs) Ineffective use of the innovation possibilities Fragmentation and costly duplication of projects No strategic approach to innovation at national level No real cooperation between research and So-called "brain-drain" (best talents leaving Other 17% 32% 49% 44% 41% 46% 46% 63% 63% 0% 10% 20% 30% 40% 50% 60% 70% 28

29 Innovation Union: implementation by LRAs Most popular policies implemented by LRAs to support Innovation Union Investing in R&D, innovation and ICT (90%) Support to potential beneficiaries to access EU funds and participate in research and innovation initiatives (83% ) Encouraging the use of the results of research projects in innovative projects/services (83%) 0% 20% 40% 60% 80% 100% 1.1 Investing in R&D, innovation and ICT (own resources, public-private partnerships, other sources ) 1.2 Providing support to potential beneficiaries to access EU funds and participate in EU initiatives in the field of research and innovation 1.3 Encouraging the use of the results of research projects in innovative products and services 1.4 Removing barriers to innovation, such as expensive intellectual property rights and limited access to finance 90% 83% 83% 73% 1.5 Participating in one of the European Innovation Partnerships 1.6 Stimulating social innovation 1.7 Cooperation with international partners in the field of research and innovation 1.8 Encouraging innovation in the public sector no answer don't know no yes 51% 66% 80% 78% 29

30 Innovation Union: progress made Assessing 12 thematic headings of Innovation Union (graph on next slide) Significant progress: Focusing EU funding instruments on Innovation Union priorities (39%) European Innovation partnerships (24%) Some progress and good prospects: Reforming research and innovation systems (63%) Promoting excellence in education and skills development (62%) No visible progress: Creating a single innovation market (61%) Increasing social benefits (53%) Enhancing access to finance for innovative companies (47%) 30

31 Innovation Union: progress made Significant progress Some progress and good prospects No visible progress, more effort needed Reforming research and innovation systems 15% 63% 22% Leveraging our policies externally 14% 46% 40% Pooling forces to achieve breakthroughs: European Innovation Partnerships 24% 49% 28% Increasing social benefits 12% 35% 53% Spreading the benefits of innovation across the Union 17% 53% 31% Promoting openness and capitalising on Europe's creative potential 11% 57% 32% Creating a single innovation market 11% 27% 61% Enhancing access to finance for innovative companies 11% 42% 47% Promoting the European Institute of Innovation and Technology (EIT) and its Knowledge and Innovation Communities (KICs) as a model of 22% 46% 32% Focusing EU funding instruments on Innovation Union priorities 39% 32% 29% Delivering measures for the European Research Area to be completed by % 56% 31% Promoting excellence in education and skills development 16% 62% 22% 31

32 Innovation Union: strong and weak points Strong points: Good promotion of the flagship initiative Networking and the dissemination of knowledge Weak points: Inapplicable transfer of innovation models from high performing innovation to low performing innovation regions Low access to funding Suggested changes: Strengthening (multi-level) stakeholders involvement in regional smart innovation policies and supporting cooperation between them Facilitating access to funding and services, especially for SMEs 32

33 Smart specialisation strategies Smart specialisation strategies Pre-condition for the new round of ERDF funding under MFF % of respondents have Smart Specialisation Strategies in place Most of them include cultural and creative industries (70%) > Recent conference, 6 th November 2013: "Regions as motors of new growth through smart specialization matching strategies for common goals." 33

34 Smart SpecialisationStrategies as Iterative, Tailor-made Policy Processes The S3 design process can be described through six steps, each of which relates to the process rather than a theory or even any specific policy objective: Step 1: Analyse the regional context and potential for innovation; Step 2: Ensure participation and ownership; Step 3: Elaborate an overall vision for the future of the region; Step 4: Identify priorities; Step 5: Define a coherent policy mix and action plan; Step 6: Integrate monitoring and evaluation mechanisms. Source: The role of clusters in smart specialisation strategies, DG Research

35 Shared Ownership & Orchestration Professor Martin Curley, Director of Intel Labs Europe, challenged the readers of the EU Open Innovation Yearbook 2012: Open Innovation 2.0 could be defined as the fusion of Henry Chesbrough s open innovation concept and Henry Etzkowitz s triple helix innovation concept. Triple Helix is about achieving structural innovation improvements through proactive collaborations between industry, academia, and government. The impact of this collaborative innovation goes well beyond the scope of what any organisation could achieve on their own. What does his message mean for the governance of Regional Smart Specialisation Strategies? Each region and also each university should dare specialize and collaborate openly, much more than before. The desired change requires a new attitude also from financiers and university management. All the stakeholders involved should be both bold and capable enough to create a system of megaendeavours. With this term we refer to entities comprised of several projects, an orchestrated portfolio of projects operating on the basis of strategic partnerships both local and global. This means the strong RIS3 based voluntary orchestration of projects in co-creating synergy.this system is also built both on the in-depth research activities within diverse disciplines, and multi-and inter-disciplinary collaboration between diverse disciplines. Markku Markkula

36 We Cannot Reach the Target by Incremental Small Steps: Metaphor of Gardening Closing the Innovation Divide HOW? Today Inventing the future: Working and learning together Gardening to enable uniqueness Fruits of global pioneering to the use of all The upside-down tree metaphor originates 1992 by Leif Edvinsson We need to create Joint Regional Innovation Ecosystems The picture is based on the results of the Aalto Camp for Societal Innovation 2011: Markku Markkula

37 Strong reactions already when Aalto started in 2010 Mindset the Key Have a look at: aaltodesignfactory.fi startupsauna.com urbanmill.org addlab.aalto.fi Ellen Hazelkorn, DIT: New Aalto instruments are designed to facilitate new forms of collaboration in an environment where academic teams, researchers and students work together with companies and communities: Aalto New Instruments: Aalto Design Factory Startup Sauna Urban Mill Aalto Digital Design Lab Aalto Learning Hubs Aalto Camp for Societal Innovation and many more Markku Markkula CoR & Aalto University

38 Closing the Innovation Divide HOW? Source: Elmar Husmann, ELIG & IBM

39 Mental entrepreneurial mindset with joint collaboration spaces and activities Aalto Design Factory & Startup Sauna & Urban Mill Aalto Innovation Garden (three old buildings) Implementing Knowledge Triangle On-going joint process for defining and cocreating joint action themes and vision Physical space of real hectic action for research with experiments, demos and prototypes BA & Flow, demo days & social media, other forms of effective communication, virtual reality Bottom-up activities Passionate key persons, networking, processes, platforms, focus on boundary objects

40 Conceptualizing the Implementation of Knowledge Triangle: Create Synergy between Research, Education and Innovation Closing the Innovation Divide HOW? Focus on: A. Value creation based on better use of intangible assets B. New processes and methods for university-industry collaboration C. Systemic change and societal innovations Special need to: A. Platforms B. Processes C. Orchestration Innovation Orchestration Benefits are evident: For students For teaching staff For researchers For working life professionals Research Education Platform for Blended Learning

41 London 7 July 2013 Henry EtzkowitzLondon 7 July 2013 / three important messages for me: 1) Students are the real asset of the university; 2) University through Triple Helix operates as an incubator also for academic entrepreneurship, civic entrepreneurship and cultural entrepreneurship; 3) Triple Helix Spaces link knowledge, innovation, governance and leadership. Now need to pay special attention on boundaries.

42 The Changing Realities in the Systemic Development of Regional Innovation Ecosystems From Triple Helix to RIE JukkaViitanen, Markku Markkula, Carlos Ripoll Soler(the article, 16 pages, gives a clear process guidelines from the city governance perspective): 1. Introduction 2. The Triple Helix Model Extended to the National and Global Contexts 3. New Foundations for the Regional Innovation Policy and the Development of Specialization Capacity 4. The Interplay and Matching of Parallel Interests in the Regional Innovation Ecosystems 5. The Comprehensive Bench-Learning Approach for the Functional RIEs 5.1. Grand Master Planning 5.2. Coordinating Service Provision 5.3. Smart Orchestration 5.4. Channeling Ecosystem Resources 6. Conclusions

43 The Development Path of the Regional Innovation Ecosystem (RIE) This is the process we are applying in practice in the Espoo Innovation Garden regional ecosystem through the research program Energizing Urban Ecosystems (20 million euros in 4 years: industry driven 50% funding from industry, 50% from Finnish public funding). Public support Stage 1: Creating pre-conditions Stage 2: Initiating transformation towards RIE Stage 3: Orchestration for global business Development of National or Regional Innovation System Source: Jukka Viitanen& Markku Markkula & Carlos Ripoll, article in the Knowledge Triangle book, 2013

44 The Development Path in More Detail Stage 1 Regional pre-conditions: 1. Potential of existing regional/international innovation system (=audits) 2. Willingness to utilise this potential (=active participation) Stage 2 Creating the innovation hub: 1. Joint R&D 2. Joint innovation capacity 3. Joint commercialization 4. Joint platforms Stage 3 Orchestrating RIE: 1. Mindset change 2. ImplementingKnowledge Triangle 3. Integrating innovation activities with research programs Source: Jukka Viitanen& Markku Markkula & Carlos Ripoll, article in the Knowledge Triangle book, 2013

45 Summary: Build More on the Process Nature of Transformation All-permeating development activities should be targeted in the following critical success factors of the transformation process: 1. Gardening = Open innovation 2.0 is the only way to get out of the crisis. 2. Network centric working culture focusing especially on desired attitude and mindset change towards entrepreneurial discovery. 3. Planning and implementing the activities to create regional innovation ecosystem architecture. 4. Creating new collaborative value creation methods, processes and models: Human & ICT Interaction. 5. Targeted orchestration of open innovation activities and major transformation operations. 6. Making strategic choices to start potential breakthrough mega-level initiatives focusing on joint-research topics and by the help of them on societal innovations to create new solutions. Markku Markkula CoR & Aalto University

46 Our Challenge for Today: CoR Conference Networking Lunch & Parallel Workshops Operate in the Meshmoon Virtual Reality

47 Thank you for your attention! The material will be available through the conference web-site For more info about the survey and the CoR Monitoring Platform: www: 47