Christian SAUBLENSEURADA’s CEO

Universities and regional development Human resources:

Educating; Vocational training;

Entrepreneurship: Promoting entrepreneurship; Developing new businesses (spin offs);

Leveraging knowledge from: Marketing project outcomes; Technology transfers; Small business consulting;

Managing infrastructure including: Preincubators; Incubators; Science/Technology parks; Laboratories shared with regional players;

Economic coordination by means of active participation in structures such as:

Clusters; University/SME interfaces; Seed capital funds;

Development of public-private partnerships Talent attraction.

The challenge To achieve partnerships, regions and their universities will

have to design and implement increasingly complex and transformational programmes

There will be reach out (i.e. supply side) as well as ‘reach in’ (i.e. demand side) challenges

These effects are compounded in less favoured regions where the innovation gap is bigger, as not only is investment in innovation lower but also the capacity to absorb innovation is lower

Policies that merely promote further investment in supply side interventions in universities do not address the issue of translating research and knowledge into innovation and growth.

Processes and practical mechanisms to build capacity and incentives for universities and regions to work together Understanding where the region is ‘at’ Building the regional partnership Designing and implementing interventions Anticipating changesCapacity building and leadership

development

Regional economic developmentWhat is it about?In short: « 4 Ps »

Place: county, region, city, neighbourhoodPeople: citizens, entrepreneurs, investors,

students, tourists, shoppers, congress attendees, …Perspectives: quality of life, growth, jobs, revenues,

experiences, social inclusionProductivity: enterprises, innovation, investments,

skills, competition.

Market economy and social expectations A commercialisation ecosystem for new ideas is

needed

Today, public policies are based on:Looking backwardsBenchmarkingApplying fashion conceptsBut how do enterprises innovate?Creating new ideasRe-using existing ideas in a new formGiving old ideas a new lifeAbsorbing/ imitating innovative ideasFollowing new consumers’ demands

What is driving innovation ?

• Infrastructure (tangible and intangible)• Human• Financial• Social• R&D• Innovation• Natural and cultural• Sustainable development• Institutional and administrative• Attractiveness

Assets review

Triple to penta-helix model

« Silicon Valley »-an model European model

Universities and research centres Public & private

Talent attractiveness

START-UP & SPIN-OFF

Universities and research centres Public

LARGE ENTERPRISE

CAPITAL RISQUEB.A. & V.C.

PUBLIC GRANTS

SMEs and civil s

ociety Private investors

S³ - Blueprint

The knowledge challenge

1. Creation of new knowledge Technology Service innovation and/or non-technological innovation

2. Commercialisation of new products/services based on new knowledge

Knowledge-based region• technology leaders• start-ups• gazelles• licensing

Others• access to knowledge• absorption of knowledge• diffusion of knowledge

Knowledge flows from Region A to Region B

Flows of knowledge between higher education institutions and local

enterprises or people

Knowledge cycle in a region

• People• Traditions, know-how• Patents

• Research• Experimentation• Living labs• Imitation• Adaptation

• Licensing• Innovative products/services• Start-ups• Clusters

• Partnership• Knowledge transfer• Talent attraction• Knowledge take-up by enterprises

• Foresight• Market intelligence• Stakeholder interaction

• Relevance of RDTI• Outsourcing• Offshoring• Delocation

Source: EURADA

Cross-sectorial technology platforms

Source: http://www.bayern-innovativ.de/fields/?Edition=en

The enterprise pipeline assessment matrix

Sector

Life cycle

N° of enterprises

Nature of the public support

N°Trends

Soft business support

Finance

Infrastructure

SkillsSocial capital

Market intelligence

Research & innovation

Networking

Pre-venture

Existence / Start-up

Early growth

Expansion

Maturing

International relocation

Re-engineering process

Decline

Pre-failure / Closure

Ideas and innovation

ROUTINE WORK Done by people

ROUTINE WORK Done by machines

CREATIVE WORK Talent

Digitalisation

Outsourcing Automation

ResearchDevelopmentDesignMarketing and salesGlobal supply chain managementCustomisationNetworks

Enterprise Competitiveness "Sandwich" Theory

Niche iApple BMW Dyson Nespresso

Mass Dell

AcerNokiaGeneral Motors

Low Cost Dacia Easy Jet Ryanair ZTE

Regional Competitiveness "Sandwich" Theory

Niche Toulouse, Cambridge, London, Milano…

Knowledge creators

Mass Wallonia

Nord-Pas-de-CalaisMidlands

Low Cost Cantabria, Madeira, Andalusia, …

Knowledge absorbers

Four avenues of an entrepreneurial discovery process

turning traditional sectors into new competitive areas Nord-Pas-de-Calais(F) in rail transport or Baden-Württemberg (D) from the automotive sector to mobility, or Friesland (NL): salt-resisting crops;

modernising specialisation through new technology [Jyväskylä (FIN) in the paper industry with the integration of ICT, optoelectronics and nanotechnology];

diversifying, based on existing specialisation [whale tourism in Husavik (IS) from fisheries’ experience; eco-building in Lower Austria (A)];

radical change [Leuven (B) in microelectronics; Cambridge (UK) in biotechnology or Cantrabria (E) in marine science].

A commercialisation ecosystem for new ideas

Concept factory• technological and scientific research• innovation in services• transfer of technology• knowledge uptakeIncubation• high value-added venues and networks• business angels – seed capital – grants?• mentoring potential entrepreneurs (by serial entrepreneurs)• proof of concept• technological showcasingDevelopment• venture capital – corporate venturing• all-out cooperation• prototyping• first client closure, including through pre-competitive tendering and new

PPP formatsGrowth• internationalisation• profits enabling self-financing of future investment

UtilitiesEnvironment

Vocational training

Infrastructure

local

global

national

Education

Guarantees

Venture Capital

Grants

Business Angels

Sidecar Investment Fund

Seed capital

Pre-seed capital

Micro credits

Investment readiness

IPO

Merger & acquisition

Loans

Repayable advances

Proof of concept FDI

Living labs

Interface universities/enterprises

Clusters

RDTI

Managementadvice

Intellectual property rights

Open innovation

Public advisor

Entrepreneurs

Self employment

Social enterprises

Coaching

Fastgrowing SMEs

Incubators

Industrial parks

Technology parks

Public procurement

Technical centres

Training centres

Quality of life stream

Market stream

Innovation & knowledge stream

Entrepreneurial stream

Fund

ing s

tream

New & emerging

Growth & jobs

University

Design centres

Consultants

Spin off

SkillsCulture

Demography

Human capital st

ream

Internationalisation

stream

Sales

Joint venture

Co-productionOutsourcing

Co-researchPPP

Pre-competitive tenders

Crowdfunding

Co-working space

ConclusionsIf some locations are effective in generating knowledge, all locations needto be effective in accessing and absorbing knowledge for the benefit of their key players. That should be done on the basis of their strenghts.

Remote areas have specific challenges:

Critical mass:• Population• Money• Cost per unit

Connectivity:• Physical distance• Knowledge distance• Culture (isolation syndrome)

Is there a choice of the strategy’s ingredients?

Florida or not Florida??

?

?

For more information:

Christian SAUBLENS

EURADA

www.eurada.org – info@eurada.org