Strategic Policy Intelligence (SPI) Tools

Transcription

1 Strategic Policy Intelligence (SPI) Tools Improving Competitiveness and Quality of Life in Europe's Regions Integrated Approaches Focusing on Benchmarking and Foresight Dr. Günter Clar Warsaw, 24 September, 2007

2 Baden-Württemberg (BW) a strong economy in the heart of Europe 36,000 square km 11 million inhabitants Close co-operation between / competitive clusters including a few big and many medium sized enterprises Strong in R&I, both input and output, e.g. 30 HE-institutes, 14 Max-Planck- and 14 Fraunhofer-institutes 12 bn EUR / y (4 % of GDP) spent on RTDI (79 % comes from industry) 130 patents / inhabitants / y 2

3 StW Steinbeis-Foundation promoting the BW economy approx Steinbeis- Centres staff MEUR revenues/y (95 % from projects) customers /y Consulting all Innovation Actors at every stage of the value chain Research & Development fostering successful transfer Evaluation & Expert Reports developing the decision base Training & employee development as a key competitive factor

4 SEZ - Steinbeis-Europa-Zentrum linking governance levels: regional national - EU StW SEZ EC : StW: SEZ: : EC: Steinbeis-Centre Steinbeis-Foundation for Economic Promotion Steinbeis-Europa-Zentrum Innovation Relay Centre European Commission

5 SEZ - Combining perspectives SEZ - STEINBEIS-EUROPA-ZENTRUM Transnational Technology transfer Broker-services Company missions IPR IPR & negotiation Exploitation Management EU EU RTD RTD et et al al Proposals Regional & national Ministries EU EU bodies bodies Universities & RTOs RTOs Strategic Intelligence (trans)regional Foresight, Innovation Audits, Audits, Regional Innovation Strategies, Cluster Cluster Strategies Technology Foresight, Assessment, Roadmapping, Benchmarking Companies /SMEs /SMEs Entrepreneurship

6 EU Supporting Innovation & Strategy Since the Innovation White Paper (1995) numerous EU Services, networks, programmes were designed & supported to directly boost Research & Innovation in public & private sectors In addition, institutions, programmes, projects and methodologies have been developed, which aim to strengthen the strategic capabilities of all actors in economy and society o Institute for Prospective Studies, Seville o SAST, FAST Programmes o Prospective units with the EU Parliament (STOA), DG RTD etc. o Country Guides Regional Foresight; Blueprints for Foresight in Regions o EFMN (European Foresight Monitoring Network); FORLEARN Online Guide;

7 Linking Approaches: RSI the Regional Strategies & Innovation Group Strategic policy & business Intelligence (medium/long term, multi-actor focus ) Direct innovation Support (mainly short/ medium term, SME focus) Country 1 Country 2 Region 1 Region 2 StW SEZ - RSI SEZ DG RTD EU STOA IPTS EC

8 Regions Strengthening EU Strategies Regional RTDI governance in EU context - vertical effect, interaction with other governance levels: o adapting EU and national RTDI policy approach to specific territorial conditions, and o communicating / feeding in needs of the regions to national and EU level Regional RTDI governance vis-à-vis national and EU level horizontal, trans-regional effect self organising capacity: potentially higher implementation impact and efficiency o can react more rapidly o can proactively bring all relevant stakeholders together o can tailor (macro) measures better to regional / institutional needs (smart local intermediaries, knowledge-brokers)

9 RTDI Investments - Competitiveness Research, Technology Development &Innovation (RTDI) capacities and RTDI based strategies become key for the competitiveness in today s globalised markets Assumption: with improved decision base, and more innovative & less risky choices, public actors become more confident in RTDIrelated investment decisions. More likely to o o o allocate own public funds for RTDI-related or relevant activities (S&T, HE, other policy fields) leverage such investments from private sector attract resources from other public (national, EU - Cohesion, Agriculture, Infrastructure etc), AND from foreign direct investment budgets

10 Advantage of SPI-based approaches encourage better and higher RTDI investments because they provide the basis for better decisions better informed, more clearly based, more broadly based and consensual, more credible process, better implementable and more likely on average to be optimum and lower risk address key challenges, which any decision maker faces: Complexity Uncertainty Ambiguity

11 Strategic Policy Intelligence (SPI) The set of activities to search, process, diffuse & protect information in order to make it available to the right persons at the right time, so that they can take the right decisions. Related to Research & Innovation (RTDI) policies this includes such policy support instruments as foresight & technology assessment, monitoring, benchmarking, regional innovation auditing, strategic evaluation,. Strategic Evaluation, (Innov) Audits, Benchmarking Recommendations Implementation/ Monitoring Results / Changes (STI) Roadmapping Detailing / Focusing Agendas (S&T) Foresight Vision & Priorities Innov&Tech Assessment Ex-ante Evaluation Agenda Setting

12 Advantages of SPI-based approaches Provide basis for better decisions, and higher investments (from different sources, incl. FDI) (better informed, more clearly based, more broadly based and consensual, more credible process, better implementable, more likely on average to be optimum and lower risk) SEZ - STEINBEIS-EUROPA-ZENTRUM Early recognition of economic and social opportunities Early warning against negative impacts Procedures for mitigating conflicting situations Reducing costly errors or costly missed opportunities Background knowledge for planners & designers, decision aid for technology developers, users, regulators (impacts on economic and policy intelligence) Contributions to resilient system (improved functionality, consensual co-ordination, policy coherence), socially & environmentally compatible design

13 Integrated Approaches Innovation Audits as basis for Benchmarking Benchmarking and Evaluation Results as starting point for Foresight and Technology Assessment Technology Foresight and Assessment knowledge as frame/context and basis for developing, e.g., Regional Innovation Strategies New Innovation Support Mechanisms, Schemes and Programmes (Cluster-Development, International TechTrans, trans-border cooperation, etc.) Sector Roadmaps (industry sectors, economy sectors,.) (upgrading, reorienting,.) New Knowledge Management and Transfer Schemes

14 RegStrat pilots: SPI tailored to regional situation Strategic Evaluation, (Innov) Audits, Benchmarking Recommendations (S&T) Foresight Vision & Priorities Implementation/ Monitoring Results / Changes Innov&Tech Assessment Ex-ante Evaluation Agenda Setting (STI) Roadmapping Detailing / Focusing Agendas

15 SPI in Real Life: Biotech for Baden-Württemberg (BW) Starting point in early 90s: Success in science & economy, but risk averse RTDI governance Strong S&T base for Biotech, but politically no-go area Task given to SPI team Develop implementable options for biotech-based jobs: politically feasible, financially viable, potential in world markets, based on reg. knowledge stock, integrated in regional institutional spectrum Approach: combined S&T Foresight, Technology and Concern Assessment, based on Evaluation and Benchmarking results Recommendations regarding institutional spectrum, R&I support, education at all levels, structured communication/awareness Outcomes: Biotech in BW today

16 Nanotechnologies for Ireland Ireland s 1998 S&T Foresight (based on international benchmarking), and 2005 evaluations 2006 : NanoIreland NanoMaterials Make Make NanoElectronics Patient Patient Connect Pure Pure Patient Lifestyle NanoBio

17 Costs Why trans-regional co-operation in SPI? Developing (regional, RTDI, Sectoral etc) policies and strategies is based on (implicit or explicit) visions of the future of science, technology and society as a whole Co-operation in developing these visions based on the results of strategic evaluation, monitoring, benchmarking through foresight and technology assessment, and in delivering strategic knowledge to all actors involved and affected, will contribute naturally to the open coordination necessary for achieving the Lisbon goals of more competitiveness and cohesion. No centralised approach: interpreting the significance of the strategic knowledge, and transforming it into concrete implementation measures will be strongly influenced by local resources and priorities.

18 RTDI, SPI, Regional Decision Makers Tight budgets, pressing needs to support obvious and short-term demands Taking informed RTDI related decisions needs comprehensive knowledge base and structured stakeholder input In general, long-term and macro strategies are difficult to translate into day-today decision making procedures Various regions and smaller countries have addressed these issues effectively and used SPI based approaches successfully. Why not the others? Is the use of SPI tools too expensive, too complicated, too academic, too different from established & proven procedures? Are there not enough understandable & adaptable models and guidelines? Could there be better co-operation with other regions?