strategic intelligence as a support to regional economic & competitiveness development the...

STRATEGIC INTELLIGENCE STRATEGIC INTELLIGENCE AS A SUPPORT TO REGIONAL ECONOMIC & AS A SUPPORT TO REGIONAL ECONOMIC &

COMPETITIVENESS DEVELOPMENTCOMPETITIVENESS DEVELOPMENT

THE REGIONAL COUNCIL OF LORRAINETHE REGIONAL COUNCIL OF LORRAINEEXPERIENCEEXPERIENCE

Pierre BOURGOGNEPierre BOURGOGNEDirector of Innovation to the Regional Council of LorraineDirector of Innovation to the Regional Council of Lorraine

(with the contribution of Hélène BISAGA – 3i Lorraine)(with the contribution of Hélène BISAGA – 3i Lorraine)

Assembly of European RegionsS’Hertogenbosch (NL)

18th & 19th of May 2006

CONTENTCONTENT

1 – Lorraine economic profile1 – Lorraine economic profile

2 – Evolution of the Innovation Policy of Lorraine2 – Evolution of the Innovation Policy of Lorraine

3 – DECILOR – Economic intelligence set up3 – DECILOR – Economic intelligence set up

4 – Knowledge management (pilot action story)4 – Knowledge management (pilot action story)

5 – Lorraine’s network of Economic intelligence5 – Lorraine’s network of Economic intelligence

6 - 6 - CETISME Cooperation to promote Economic and CETISME Cooperation to promote Economic and Technological Intelligence in SMEsTechnological Intelligence in SMEs

7 - 7 - STRATINC Strategic intelligence and innovative clusters STRATINC Strategic intelligence and innovative clusters buildingbuilding

1 - LORRAINE ECONOMIC PROFILE1 - LORRAINE ECONOMIC PROFILE

FranceFranceFranceFranceFranceFranceFranceFranceFrance

VOSGESVOSGESVOSGESVOSGESVOSGESVOSGESVOSGESVOSGESVOSGES

MEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLEMEURTHE-ET-MOSELLE

MEUSEMEUSEMEUSEMEUSEMEUSEMEUSEMEUSEMEUSEMEUSE

MOSELLEMOSELLEMOSELLEMOSELLEMOSELLEMOSELLEMOSELLEMOSELLEMOSELLE

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te 5

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GermanyLuxemburg

Belgium

Lorraine key figuresLorraine key figures

2.3 millions of inhabitants 2.3 millions of inhabitants (3.9 % of the French population)(3.9 % of the French population), 23,500 km², 23,500 km²846,000 jobs 846,000 jobs (57 % in tert. Sector, 21 % in industry, 3 % in agriculture, 13 % in trade & (57 % in tert. Sector, 21 % in industry, 3 % in agriculture, 13 % in trade & business, 6 % in public sector)business, 6 % in public sector)

GDP 50 billions €/y GDP 50 billions €/y (3.2 % of the French global GDP, rank 11)(3.2 % of the French global GDP, rank 11)

80,000 students80,000 students80,000 companies 80,000 companies (incl. craft)(incl. craft)

80,000 looking for jobs80,000 looking for jobs80,000 daily cross border commuters80,000 daily cross border commuters40 % of active population with master degree (Eurostat 2004)40 % of active population with master degree (Eurostat 2004)285 companies > 100 on staff285 companies > 100 on staffrestructuring region restructuring region (coal and iron mines, steel industry…)(coal and iron mines, steel industry…)

123 % foreign coverage 123 % foreign coverage (7th in France)(7th in France)

French region ranking 5th for trade with NAC French region ranking 5th for trade with NAC French N°1 cotton fabric, N°2 steel production, N°3 oilseed, beer, French N°1 cotton fabric, N°2 steel production, N°3 oilseed, beer, cheesecheese

ATTRACTIVENESSATTRACTIVENESSFOREIGN INVESTMENTSFOREIGN INVESTMENTS

3rd French region (absolute value)3rd French region (absolute value)1st French region (1st French region (per capita)per capita)

A favourable geographic positionA favourable geographic position

24 hours truck delivery:24 hours truck delivery:50% of the European GDP50% of the European GDP150 M consumers150 M consumers6 European capitals6 European capitals10 great international cities10 great international cities

00

5'0005'000

10'00010'000

15'00015'000

20'00020'000

25'00025'000

30'00030'000

USAUSA

Schwei

z

Schwei

z

Bassi

n Lém

aniq

ue

Bassi

n Lém

aniq

ue

Baden

-Württ

ember

g

Baden

-Württ

ember

g

Alsac

e

Alsac

e

Rhône-Alp

es

Rhône-Alp

es

Nordrh

ein-W

estfa

len

Nordrh

ein-W

estfa

len

France

France

Piem

onte

Piem

onte

Wes

tern

Euro

pe (4

)

Wes

tern

Euro

pe (4

)

Rheinla

nd-Pfa

lz

Rheinla

nd-Pfa

lz

Franch

e-Com

té

Franch

e-Com

té

Steie

rmar

k

Steie

rmar

k

LORRAINE

LORRAINE

00

1010

2020

3030

4040

5050

6060

GDP per capitaGDP per capita

Output per man hourOutput per man hour

IBC DatabaseIBC Database

GD

P p

er

GD

P p

er

ca

pit

ac

ap

ita

Ou

tpu

t p

er

ma

n

Ou

tpu

t p

er

ma

n h

ou

rh

ou

r

Productivity per man-hourProductivity per man-hour

in USD 1990 prices and PPP 1997 exchange ratein USD 1990 prices and PPP 1997 exchange rate

Ile de FranceIle de France

Rhône AlpesRhône Alpes

PACAPACA

Midi PyrénéesMidi Pyrénées

Languedoc RoussillonLanguedoc Roussillon

LimousinLimousin Basse Basse

NormandieNormandieAuvergneAuvergne

Poitou-CharentesPoitou-Charentes

Champagne-Champagne-

ArdenneArdenne

Franche ComtéFranche Comté

BourgogneBourgogne

HauteHaute

NormandieNormandie

Nord-Pas-de-CalaisNord-Pas-de-Calais

Pays de LoirePays de Loire CentreCentre

BretagneBretagne

LorraineLorraine

AquitaineAquitaine

PicardiePicardie

AlsaceAlsace

Scientifical and technical potentialScientifical and technical potential

IndustrialIndustrialpotentialpotential

DATARDATAR

Knowledge and industrial potentialsKnowledge and industrial potentials

Research key figuresResearch key figures

193 Laboratories193 Laboratories133 Entreprises133 Entreprises

59 Intermediaries 59 Intermediaries 3,650 Full time equivalent3,650 Full time equivalent

Public LaboratoriesPublic Laboratories EnterprisesEnterprises33 % researchers33 % researchers 77 % researchers or engineers77 % researchers or engineers

33 % PhD or post-doc33 % PhD or post-doc 11 % PhD11 % PhD11% masters11% masters 7 % engineers7 % engineers

French rank 7 (2002)French rank 7 (2002)R & D expenditures 1.2 % GDPR & D expenditures 1.2 % GDP

5th French Scientific concentration5th French Scientific concentration

Scientific & technologic research poles Scientific & technologic research poles

Integrated engineering for design of products, materials & Integrated engineering for design of products, materials & industrial processindustrial process

Software intelligenceSoftware intelligence

Safe sustainable managements of soils, agro-ressources & Safe sustainable managements of soils, agro-ressources & environnemental ressources ; Industrial & wastes safety & environnemental ressources ; Industrial & wastes safety & security security

Bio-engineering Bio-engineering

Dynamics & development of the Regional and European Dynamics & development of the Regional and European spacesspaces

Technological resources in LorraineTechnological resources in Lorraine

R&D organisations excluded R&D organisations excluded

2 – EVOLUTION OF THE REGIONAL 2 – EVOLUTION OF THE REGIONAL INNOVATION POLICYINNOVATION POLICY

Global ambitionsGlobal ambitions

““Lorraine must play in Lorraine must play in Première Première league league of the European regions of knowledge in of the European regions of knowledge in

5 years”5 years”

““The Lorraine innovation system must The Lorraine innovation system must become the most efficient one in France become the most efficient one in France

over the same period”over the same period”Jean-Pierre MasseretJean-Pierre Masseret

President of the Regional Council of LorrainePresident of the Regional Council of LorraineFall 2004Fall 2004

Evolution of the innovation policyEvolution of the innovation policy1995-20041995-2004

1995-1997 1995-1997 Regional Technology PlanRegional Technology Plan (pre-RITTS/RIS) (pre-RITTS/RIS)1996 1996 Regional innovation charterRegional innovation charter1998-1999 1998-1999 Plan Lorrain 2000-2006 (regional policy Plan Lorrain 2000-2006 (regional policy

document)document)2000 2000 CPER (7 years) State-Region agreementCPER (7 years) State-Region agreement20012001 DECILOR strategic intelligence set up DECILOR strategic intelligence set up DG DG

Research, DG Regio – Interreg III CResearch, DG Regio – Interreg III C20022002 Regional programme of innovative actions Regional programme of innovative actions

(Strat lnt. + ICT) – DG Regio(Strat lnt. + ICT) – DG Regio20022002 creation of the first actual cluster in Lorraine creation of the first actual cluster in Lorraine

(Aerospace) (Aerospace) DG Regio - Interreg III ADG Regio - Interreg III A

Evolutions of the innovation policyEvolutions of the innovation policyfrom 2004 onfrom 2004 on

2004 financing of 2004 financing of industrial research and industrial research and developmentdevelopment

2005 creation of 2005 creation of pre-seedpre-seed and and seedseed founds (activities of founds (activities of high growth potential); participation to a high growth potential); participation to a trans-trans-

regional risk capitalregional risk capital found found20052005 pilot action in pilot action in knowledge managementknowledge management development of the development of the clustersclusters policy (medical policy (medical devices, 5 pre-feasibility studies)devices, 5 pre-feasibility studies)2005 2005 regional involvement in both projects of Poles of regional involvement in both projects of Poles of

competitiveness (super clusters – MIPI & FIBRES)competitiveness (super clusters – MIPI & FIBRES)2005 2005 innovation governance innovation governance DG Research Regions of DG Research Regions of

knowledgeknowledge

Recent evolutions of the National Recent evolutions of the National frameworkframework

In 2005, creation of two new Governmental agenciesIn 2005, creation of two new Governmental agencies

AGENCY FOR INDUSTRIAL INNOVATIONAGENCY FOR INDUSTRIAL INNOVATIONManagement of strategic projects (budget > 100 M€) with Management of strategic projects (budget > 100 M€) with European vocation led by large industrial groups European vocation led by large industrial groups involving high tech SMEsinvolving high tech SMEs

NATIONAL AGENCY FOR RESEARCHNATIONAL AGENCY FOR RESEARCHSupport to research public and private projects (total Support to research public and private projects (total annual budget of the NAR 750 M€)annual budget of the NAR 750 M€)

Direction of InnovationDirection of Innovation

• Support to industrial innovationSupport to industrial innovation• Support to the technological intermediaries Support to the technological intermediaries

(regional technology development network, 7 (regional technology development network, 7 technological resources centres, 6 technological resources centres, 6 technological platforms, 5 other various technological platforms, 5 other various technological centres, 1 national technical technological centres, 1 national technical centre…)centre…)

• Strategic intelligence (DECILOR) and Strategic intelligence (DECILOR) and Knowledge managementKnowledge management

• Support to clustersSupport to clusters• Support to academic start up incubator and Support to academic start up incubator and

BICsBICs• European activities dealing with innovationEuropean activities dealing with innovation• ......

The three pillars of the innovation policyThe three pillars of the innovation policy

INFORMATIONINFORMATIONMASTERINGMASTERING

InternalInternalExternalExternal

BENCHMARKINGBENCHMARKING

IndicatorsIndicatorsPracticesPractices

FORESIGHTFORESIGHT

Key domains selectionKey domains selectionScenarios Scenarios

TECHNOLOGICAL,

TECHNOLOGICAL,

ECONOMICAL AND

ECONOMICAL AND

SOCIAL MUTATIONS

SOCIAL MUTATIONS

ENGINEERING

ENGINEERING

JOBS

IMPROVING KNOWLEDGE AND INNOVATION IMPROVING KNOWLEDGE AND INNOVATION FOR REGIONAL GROWTHFOR REGIONAL GROWTH

( 2nd guideline of the Cohesion policy in support Growth and jobs 2007-2013)

INNOVATION GOVERNANCE

1. Increase and1. Increase andimprove investment improve investment

in RDTin RDT

3. Improve3. Improve access to financeaccess to finance

LISBON S

TRATEGY

2. Facilate innovation2. Facilate innovation and and

PromotePromote enterpreneurshipenterpreneurship

JOBS




1. 1. IncreaseIncrease andandimproveimprove investmentinvestment

in RDTin RDT

3. 3. ImproveImproveaccessaccess to financeto finance

LISBON STRATEGY

2. 2. FacilateFacilate innovationinnovationandand

PromotePromoteenterpreneurshipenterpreneurship

DECILORDECILORECONOMIC INTELLIGENCE SET UPECONOMIC INTELLIGENCE SET UP

Pierre Bourgogne& Hélène Bisaga (3i-Lorraine)

ClientClient: textile sector, entreprise manufacturing support : textile sector, entreprise manufacturing support stockingsstockingsObjective of information inquiryObjective of information inquiry : improvement of the added : improvement of the added value of support products (or development of new products) value of support products (or development of new products) based on active pharmaceuticals or cosmetics to be added to based on active pharmaceuticals or cosmetics to be added to the yarn or to the fabric that could be dispensed at skin levelthe yarn or to the fabric that could be dispensed at skin levelDECILOR PrestationDECILOR Prestation: research of capsulable or graftable : research of capsulable or graftable active cosmetics or pharmaceuticals and survey of active cosmetics or pharmaceuticals and survey of information on liaison modes between avtive and textiles:information on liaison modes between avtive and textiles:

Data base on comsetics ingredient - Coptis Ingredients of Data base on comsetics ingredient - Coptis Ingredients of AdvisancedAdvisancedGlossary of active actifsGlossary of active actifsEtc.Etc.

Example of intervention in textile sector Example of intervention in textile sector (1)(1)

Example of intervention in textile sector Example of intervention in textile sector (2)(2)• ClientClient: string and rope manufacturing SME (for agriculture : string and rope manufacturing SME (for agriculture

and packaging applications, riggings, technical yarns…)and packaging applications, riggings, technical yarns…)• Objective of the information inquiryObjective of the information inquiry: the development of a : the development of a

new manufacturing activity of textile strips needs new new manufacturing activity of textile strips needs new materials purchasing. The purchase bureau has few materials purchasing. The purchase bureau has few information sources on existing supplyers and looks for a information sources on existing supplyers and looks for a methodological support for finding new synthetic and methodological support for finding new synthetic and technical thread supplyers.technical thread supplyers.

• DECILOR PrestationDECILOR Prestation: methodology for the identification of : methodology for the identification of synthetic yarns in Europe:synthetic yarns in Europe:– Information sources: exhibitions, companies data Information sources: exhibitions, companies data

bases, specialised periodic, companies and news bases, specialised periodic, companies and news websites etc. ;websites etc. ;

– methodology for research engines: operators, examples methodology for research engines: operators, examples of request, etc. ;of request, etc. ;

– validation of the fund data.validation of the fund data.

Objectives of DECiLOR set upObjectives of DECiLOR set up

• Development of economic intelligence methods and Development of economic intelligence methods and applications to SMEsapplications to SMEs• Contribution to the animation of industrial sectorsContribution to the animation of industrial sectors• DECiLOR is designed for SMEs with less than 250 jobs, with DECiLOR is designed for SMEs with less than 250 jobs, with headquarters or decision centres in Lorraine belonging to 8 headquarters or decision centres in Lorraine belonging to 8 industrial sectorsindustrial sectors

- metal mechanics- metal mechanics- textile and clothing- textile and clothing- wood related activities- wood related activities- nutrition, agro-food and non food, biotech- nutrition, agro-food and non food, biotech- medical devices- medical devices- glass - glass - environment soils and water- environment soils and water- - hydrogen & fuel cells*hydrogen & fuel cells*- polymers and composites (start in 2006)- polymers and composites (start in 2006)

•

EXTERNALEXTERNAL INFORMATIONINFORMATION

WATCHESWATCHEStechnologicaltechnological

(scientific, products, (scientific, products, processes…)processes…)

marketmarketindustrial property industrial property regulation, normsregulation, norms

competitorscompetitors

StudiesStudiessector-related, sector-related,

foresights…foresights…

......

INTERNALINTERNALINFORMATIONINFORMATION

knowledge knowledge managementmanagement

collective and individualcollective and individual know-howknow-howmachinesmachines

human resources human resources (number, age, (number, age,

motivation, skills…)motivation, skills…)Organisation, Organisation,

customers, suppliers, customers, suppliers, shareholdersshareholders

economic and financial economic and financial situation, cashsituation, cashmarket sharesmarket shares

......

CCOONNFFRROONNTTAATTIIOONN

MANAGEMENTMANAGEMENT

STRATEGYSTRATEGY

DEFENCEDEFENCE LOBBYINGLOBBYING

DECILOR Global frameworkDECILOR Global framework

DATADATA INFORMATIONINFORMATION KNOWLEDGEKNOWLEDGE

EXTERNAL FIELDSEXTERNAL FIELDS

INTERNAL FIELDSINTERNAL FIELDS

collective situation of the sectorcollective situation of the sector

individual situation of the companyindividual situation of the company

global situation of the economyglobal situation of the economy

technologicaltechnological situation situation

ActualActual currentcurrent situation situation DEC

ISIO

ND

EC

ISIO

N

Mutual & individual fieldsMutual & individual fields

Two main modalitiesTwo main modalities

• One year testingOne year testing•Objective : l’entreprise intègre l’IE dans Objective : l’entreprise intègre l’IE dans son fonctionnementson fonctionnement

• Projects accompanyingProjects accompanying•Objective : create a determining key Objective : create a determining key success factor of the project and success factor of the project and demonstrate the competitive advantage of demonstrate the competitive advantage of Economic intelligenceEconomic intelligence

Example of interventionExample of intervention

Expression of the need of informationExpression of the need of informationExpression of the need of informationExpression of the need of information

Set up pSet up presentationresentationSet up pSet up presentationresentation

DiagnosisDiagnosisDiagnosisDiagnosis

Individual coaching depending on the needsIndividual coaching depending on the needsIndividual coaching depending on the needsIndividual coaching depending on the needs

Learning process through frequent meetings, focuced seminars, clubsLearning process through frequent meetings, focuced seminars, clubsLearning process through frequent meetings, focuced seminars, clubsLearning process through frequent meetings, focuced seminars, clubs

Analysis, decision, actionAnalysis, decision, actionAnalysis, decision, actionAnalysis, decision, action

prospection, réseaux, demande prospection, réseaux, demande spontanée…spontanée…

Partnership agreement for the next 12 monthsPartnership agreement for the next 12 months

The companyThe company-market, products, processesmarket, products, processes- organisationorganisationEnvironmental contextEnvironmental context- market and customersmarket and customers- competitioncompetition- innovation processes and innovation processes and technologiestechnologiesSkills in EISkills in EI- Information researchInformation researchinformation managempent (diffusion, information managempent (diffusion, sharing, production, exploitation…)sharing, production, exploitation…)Information needsInformation needs

Competencises transfer, watch profile, information Competencises transfer, watch profile, information synthesissynthesis

Project evolution Project evolution

Réseau lorrain Réseau lorrain

COMMON TOOLS MANAGEMENT

NETWORK MANAGEMENT

COMMUNICATION

INFORMATION CAPITALISATION

INFORMATION DIFFUSION

BACK-OFFICE FRONT-OFFICE SMEs

Operational frameworkOperational framework

Sectorial watch centresSectorial watch centresInfomediariesInfomediaries

Role of the Sectorial watch centres SWCRole of the Sectorial watch centres SWC

Each industrial sector depends on a SWC.Each industrial sector depends on a SWC.

A SWC is usually a technological intermediary embedded in A SWC is usually a technological intermediary embedded in its industrial sectorits industrial sector

Each SWC hosts an infomediary who is member of the SWC Each SWC hosts an infomediary who is member of the SWC staff.staff.

SWC business modelSWC business modelFREEFREE SUBSCRIPTIONSUBSCRIPTION

COMPLEMENTARY COMPLEMENTARY OPTIONSOPTIONS

OTHER OTHER PRESTATIONSPRESTATIONS

Bulletin / NewsletterBulletin / Newsletter XX XX

Sectorial InformationSectorial Information

DECiLOR portalDECiLOR portalXX XX

Access to Info data basesAccess to Info data bases XX

Sectorial selected infoSectorial selected info XX

10 alerts (20 URL max.)10 alerts (20 URL max.) XX

Parametring alerts (>10)Parametring alerts (>10)

3 days/year3 days/yearIndividual focusesIndividual focuses

Informationnal E-mailsInformationnal E-mails

State of the artState of the art

Technology / MarketTechnology / Market

- 20%- 20%

for subscribersfor subscribers

MonographyMonography

(Products / processes)(Products / processes)

StudiesStudies

(Bibliométry, prospects)(Bibliométry, prospects)

PricePrice freefree 200€200€

100100

quotationquotation600600

1 3501 350

DECiLOR products (1)DECiLOR products (1)Examples of newslettersExamples of newsletters

Example of an exhibition reportExample of an exhibition reportTechtextil / Avantex - Frankfurt (GE) – 8th of june 2005

Kynol FibreFireproof and insulating fiber. Applications: alternative asbestos de l'amiante, fiberproof textiles products, produsts resisting to chemicals, electrical applications

Anti-odour products- X-Static Fibre made by Noble Fiber Technologies (USA): silver based

fibre killer of microbes and bacterias.-Associates (CND) : anti-microbe coating, fungicide & anti-acarian applicable, by extrusion (ex : polypropylen), by en pulverizing on non woven.

Micro-encapsulation- FiberVisions (DN) : co-extrusion with micro-capsules for polypropylen.- micro-capsules : anti-bacterial, perfume (ex : limon), charcoal (efficient anti-odour against cigarets smokes).

DECiLOR products (2)DECiLOR products (2)

Example of a seminar report Example of a seminar report

Coating and encapsulation of active principlesReport of the seminar organised by

Euroforum in Paris (FR) 30th november & 1st décember 2004

Agenda-Definitions- When / why use encapsulation- Differents kinds of encapsulation- Modes of delivering active principles- Mains coating matérials- Encapsulation & coating technologies- Micro-encapsulation for textile

Exemples of textiles applications

Textile delivering active principles on skinTextile screening UVThermo-regulating textileThermochrome textileMicro-capsuled thermo-sticking


Example of a state of the art Example of a state of the art

French market of orthopedic devices French market of orthopedic devices

Actual situationActual situation- orthopedic devices market- orthopedic devices market-articular implants market in Europe & in the world, value chain and articular implants market in Europe & in the world, value chain and innovation in products an processesinnovation in products an processes- orthopédic surgery (articular implants and used materials)orthopédic surgery (articular implants and used materials)- Innovations and current researchInnovations and current research- Innovations in bone fabric engineering (osseuse reconstruction and - Innovations in bone fabric engineering (osseuse reconstruction and injectable materials, bones substitutes)injectable materials, bones substitutes)- Réglementations et normalisationsRéglementations et normalisations- Evaluation of health products and its reimbursement (social system)Evaluation of health products and its reimbursement (social system)- Electronic ressources (laboratories, leader businesses)Electronic ressources (laboratories, leader businesses)- Bibliographiques sources- Bibliographiques sources


Example of web sites watchExample of web sites watch

Public bidsPublic bids

(BOAMP Bulletin Officiel des Annonces des (BOAMP Bulletin Officiel des Annonces des Marchés Publics)Marchés Publics)

PROBLEMATIcsPROBLEMATIcs • Research of bids related to the company profile Research of bids related to the company profile (use of smart agents)(use of smart agents)• Source utilisée : http://Source utilisée : http://www.journal-officiel.www.journal-officiel.gouvgouv..frfr//• Use of key words and use of the BOAMP Use of key words and use of the BOAMP descriptorsdescriptors

PRODUCTPRODUCT• Alerts screened by infomediary and e-mailed with Alerts screened by infomediary and e-mailed with the digital linksthe digital links• Follow up of the selected companiesFollow up of the selected companies


ExaExample of techmple of tech watch watchClientClient: SME distributing medical : SME distributing medical

devicesdevices

PROBLEMATICSPROBLEMATICS: : • Passivation of stainless steels in Passivation of stainless steels in

industry.industry.

PRODUcT :PRODUcT :• I.I. PROBLEMATICSPROBLEMATICS• II.II. DEFINITIONS: STAINLESS STEELSDEFINITIONS: STAINLESS STEELS• A.A. Specificities of Stainless steelsSpecificities of Stainless steels• 1.1. Les aciers inoxydables ferritiquesLes aciers inoxydables ferritiques• 2.2. Les aciers inoxydables martensitiquesLes aciers inoxydables martensitiques• 3.3. Les aciers inoxydables austénitiques :Les aciers inoxydables austénitiques :• 4.4. Les aciers inoxydables austéno-ferritiquesLes aciers inoxydables austéno-ferritiques

(duplex) (duplex)• 5.5. Principales nuances utilisées dans l’industriePrincipales nuances utilisées dans l’industrie• B.B. Resistance to corrosion of stainless steelsResistance to corrosion of stainless steels• 1.1. La corrosion par piqûres et cavernesLa corrosion par piqûres et cavernes• 2.2. La corrosion intergranulaireLa corrosion intergranulaire• 3.3. La corrosion sous contrainteLa corrosion sous contrainte• III.III. PASSIVATION: DEFINITIONSPASSIVATION: DEFINITIONS• C.C. Introduction – La couche passiveIntroduction – La couche passive

• D.D. Comparison of decalaminage, cleansing, Comparison of decalaminage, cleansing, passivationpassivation

• 1.1. DécalaminageDécalaminage• 2.2. DécapageDécapage• 3.3. PassivationPassivation• E.E. Processes: passivation coatingsProcesses: passivation coatings• F.F. StandardisationStandardisation• G.G. 5 French & European standards5 French & European standards• 1.1. 4 Normes internationales4 Normes internationales• V.V. FRENCH SPECIALIZED COMPANIES IN METALSFRENCH SPECIALIZED COMPANIES IN METALS

PASSIVATIONPASSIVATION• VI.VI. DIGITAL RESSOURCES DIGITAL RESSOURCES


Recent evolutionsRecent evolutions

Improvement of the valorisation of external info accessible (among other) via to DECiLOR by the internal knowledge of the actual situation : Knowledge Management

DECiLOR as a key asset of the Strategic intelligence network : animation of the Lorraine’s network of Economic intelligence : Relie (Réseau lorraine de l’intelligence économique)

KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT(pilot action story)(pilot action story)

CRITT BOISCRITT BOIS(wood technological intermediary)(wood technological intermediary)

JOBS





in RDTin RDT


LISBON STRATEGY



Pierre BourgogneMarc Lemaître (Critt bois)

DECILOR Global framework (again!)DECILOR Global framework (again!)

EXTERNALEXTERNAL INFORMATIONINFORMATION

WATCHESWATCHEStechnologicaltechnological

(scientific, products, (scientific, products, processes…)processes…)

marketmarketindustrial property industrial property regulation, normsregulation, norms

competitorscompetitors

StudiesStudiessector-related, sector-related,

foresights…foresights…

......

INTERNALINTERNALINFORMATIONINFORMATION

knowledge knowledge managementmanagement

collective and individualcollective and individual know-howknow-howmachinesmachines

human resources human resources (number, age, (number, age,

motivation, skills…)motivation, skills…)Organisation, Organisation,

customers, suppliers, customers, suppliers, shareholdersshareholders

economic and financial economic and financial situation, cashsituation, cashmarket sharesmarket shares

......

CCOONNFFRROONNTTAATTIIOONN

MANAGEMENTMANAGEMENT

STRATEGYSTRATEGY

DEFENCEDEFENCE LOBBYINGLOBBYING

The knowledge was mastered as well as the simple and low information flows

The information system of CRITT Bois was simple, efficient and user friendly

At the beginning it was easy!At the beginning it was easy!

4 people

Information flows started to grow and weaknesses Information flows started to grow and weaknesses to emerge (internal and external staff turnover to emerge (internal and external staff turnover inducing losses of know-how...)inducing losses of know-how...)

Moreover, needs in organisation appearedMoreover, needs in organisation appeared

The information system evolved slowlyThe information system evolved slowly

The system became more complexThe system became more complex

12 people12 people

TrainingTraining

Economic Economic animationanimation

ArchitectsArchitects

DesignersDesigners

Research Research unitsunits ExpertsExperts

ConsultantsConsultants

Equipment Equipment manufacturersmanufacturers

SuppliersSuppliers

Industrials projectsIndustrials projects

Public authoritiesPublic authorities

Competence Competence CentresCentres

The networks and the needs increasedThe networks and the needs increased

Information flows skyrocketed, knowledge Information flows skyrocketed, knowledge evolved far beyond technological knowledgeevolved far beyond technological knowledgeDespite its growth, CRITT Bois became more Despite its growth, CRITT Bois became more and more vulnerableand more vulnerableAnd the information system was And the information system was dispersed!dispersed!

The system fund its limitsThe system fund its limits

20 people20 people

KM approach assisted by an external expert KM approach assisted by an external expert ((Polia ConsultingPolia Consulting))Financial support by the Regional Council of Financial support by the Regional Council of LorraineLorraine

The approach:The approach:Audit of all CRITT Bois actorsAudit of all CRITT Bois actorsStrategic KM diagnosticStrategic KM diagnosticStrategic Plan of actionStrategic Plan of action

The KM pilot actionThe KM pilot action

To implement a management To implement a management methodology supporting the strategy methodology supporting the strategy To improve the level of servicesTo improve the level of servicesTo structure and boost the information To structure and boost the information flowsflowsTo analyse and to share knowledge;To analyse and to share knowledge;To capitalise know-howTo capitalise know-how

ObjectivesObjectives

External global networks at the CRITT External global networks at the CRITT BoisBois

Internal global networks within the Internal global networks within the CRITT BoisCRITT Bois

Are two complementary approachesAre two complementary approachesStrategic Intelligence aims at providing companies with Strategic Intelligence aims at providing companies with strategic and qualified information (external information and strategic and qualified information (external information and mainly electronic in our case)mainly electronic in our case)Knowledge Management is more based on Knowledge Management is more based on tacit tacit knowledgeknowledge

KM gives a wide-ranged vision of the internal tacit and KM gives a wide-ranged vision of the internal tacit and tangible situation of an organisation and thus leads to a more tangible situation of an organisation and thus leads to a more efficient use of Strategic Intelligenceefficient use of Strategic Intelligence

Knowledge Management and Strategic Knowledge Management and Strategic IntelligenceIntelligence

Shared vision of the CRITT project

Personal networks

Sources

Press Web Watch

R&D

Who does what ?Who knows

what we can do?Human being =

Memory +Meta-knowledge

Individual Know how

= vulnerability

Inquiry about customer relations

and their context

Project

Collective performance Transfer of knowledgeTransfer of knowledge

Stake of the capitalisationStake of the capitalisation

LimitsLimits

Domain of human being

Domain of Tools

Human being and toolsHuman being and tools

Personal networks

Sources

Press Web Watch

I am to watch this field but I do not have time

I practise it of my own at the beginning of each project

We search for information which are not used by others

I practise a watch on all fields I am interested in

Automatic watch systems lack of focus

I use electronic information newsletters as an introduction.Afterwards I look for more precise information

Personal networks

Sources

Press Web WatchPersonal networks

Sources

Press Web Watch

I am to watch this field but I do not have time

I practise it of my own at the beginning of each projectI practise it of my own at the beginning of each project

We search for information which are not used by othersWe search for information which are not used by others

I practise a watch on all fields I am interested inI practise a watch on all fields I am interested in

Automatic watch systems lack of focusAutomatic watch systems lack of focus

I use electronic information newsletters as an introduction.Afterwards I look for more precise information

External info managementExternal info management

Internal knowledge managementInternal knowledge management

Personal networks

Sources

Press Web WatchPersonal networks

Sources

Press Web Watch

When I have a problem, I call my network of consultant agenciesWhen I have a problem, I call my network of consultant agencies

I use the personal network I have constituted during projects an d trainingsI use the personal network I have constituted during projects an d trainings

We all have a network of graduate classmates who start having professional responsibilities

We all have a network of graduate classmates who start having professional responsibilities

Fortunately, the person I replaced is not far and available. I can call him/her.

LORRAINE’S NETWORKLORRAINE’S NETWORKOFOF

ECONOMIC INTELLIGENCEECONOMIC INTELLIGENCE

JOBS





in RDTin RDT


LISBON STRATEGY



Pierre BourgogneHélène Bisaga (3i-Lorraine)

RELIE membersRELIE members

• Players of Economic developmentPlayers of Economic development– Regional Council of LorraineRegional Council of Lorraine– Regional direction of the Ministry of industryRegional direction of the Ministry of industry– Regional Chamber of Commerce and IndustryRegional Chamber of Commerce and Industry– Regional direction of the National Insitute of Regional direction of the National Insitute of

Industrial PropertyIndustrial Property– OSEO anvar (associate member)OSEO anvar (associate member)

• Players of Homeland and Economic securityPlayers of Homeland and Economic security– State services depending of the Defence Zone State services depending of the Defence Zone

authority (Contre-espionage, Security branch…)authority (Contre-espionage, Security branch…)– Regional representative of the Ministry of Regional representative of the Ministry of

Finances (customs, paymaster…)Finances (customs, paymaster…)• Animation Animation

– 3i Lorraine (DECiLOR)3i Lorraine (DECiLOR)

RELIE’s objectivesRELIE’s objectives

• Co-ordinated answers to Co-ordinated answers to enterprises in their use of EI :enterprises in their use of EI :– communicationcommunication

– cross professionalisationcross professionalisation

– elaboration of a co-ordinated elaboration of a co-ordinated methodology of intervention towards methodology of intervention towards SMEs (isolated, clustered, SMEs (isolated, clustered, competitiveness clusters…)competitiveness clusters…)

Specific problematics of the Specific problematics of the Competitiveness clustersCompetitiveness clusters

• Security of the exchangesSecurity of the exchanges• Shared and respected rules of gamesShared and respected rules of games• Collective mutualisation, sharing, work, Collective mutualisation, sharing, work,

innovation…creation of knowledgeinnovation…creation of knowledge

CETISME CETISME Cooperation to promote Economic and Cooperation to promote Economic and

Technological Intelligence in SMEsTechnological Intelligence in SMEs

JOBS





in RDTin RDT


LISBON STRATEGY



Pierre BourgogneSophie Torloting (Regional Council of Lorraine)

CETISME CETISME Cooperation to promote Economic and Technological Intelligence in SMEsCooperation to promote Economic and Technological Intelligence in SMEs

ObjectivesObjectives - To identify the different initiatives and methodologies of - To identify the different initiatives and methodologies of Economic Intelligence for SMEs; Economic Intelligence for SMEs; - To benchmark the identified methodologies and initiatives - To benchmark the identified methodologies and initiatives of EI;of EI;- To transfer good practices to the actors of economic - To transfer good practices to the actors of economic development in regions and companies through regional development in regions and companies through regional workshops and to other European regions through a seminar workshops and to other European regions through a seminar in Madrid on November 2002;in Madrid on November 2002; - To look for ways of transnational cooperation in the field of - To look for ways of transnational cooperation in the field of economic intelligence and that could imply the participation economic intelligence and that could imply the participation of SMEsof SMEs..

Outputs of the projectOutputs of the projectA guide of Economic Intelligence released in A guide of Economic Intelligence released in

English, Spanish and French composed ofEnglish, Spanish and French composed ofA first part raising the A first part raising the awareness of beginnersawareness of beginners

by a presentation of EI, of its implementation, of the by a presentation of EI, of its implementation, of the ways it is practiced in European SMEs. This part ways it is practiced in European SMEs. This part aims at spreading the practice of EIaims at spreading the practice of EI

A second part helping A second part helping practitionerspractitioners with EI with EI practices: identification of their needs in practices: identification of their needs in information, methodologies for search of information, methodologies for search of information, analysis and dissemination of information, analysis and dissemination of informationinformation


ConsortiumConsortium

Communidad de Madrid & iDeTraCommunidad de Madrid & iDeTra ESES

(lead partner)(lead partner)

Regional Council of LorraineRegional Council of Lorraine FRFR

University of CoventryUniversity of Coventry UKUK

Pisa research consortiumPisa research consortium ITIT


FrançaisFrançaishttp://www.cr-lorraine.fr/conseil_regional/interventions/economie/guide_ie/guide_ie.pdf

CastillanoCastillano

http://www.madrimasd.org/informacion/publicacion/doc/15_InteligenciaEconomicaTecnologica.pdf

EnglishEnglish

http://madrimasd.org/circulosInnovacion/cetisme/CETISME-ETI-guide.pdf

STRATINC PROJECT STRATINC PROJECT INTERREG III CINTERREG III C

STRATIN.C.STRATIN.C.

Lead partner: Lead partner: Lorraine (FR) – REGIONAL AUTHORITYLorraine (FR) – REGIONAL AUTHORITY(CRITT Bois, 3i-Lorraine, CEIS)(CRITT Bois, 3i-Lorraine, CEIS)

Consortium partners:Consortium partners:Northrhine Westphalia (DE) – ZENITNorthrhine Westphalia (DE) – ZENITCentral Macedonia (GR) – URENIOCentral Macedonia (GR) – URENIOTenerife (ES) – MANNORTETenerife (ES) – MANNORTEMurcia (ES) – INFOMurcia (ES) – INFOOslo (NO) – OSLO TEKNOPOLOslo (NO) – OSLO TEKNOPOL

ConsortiumConsortium

STRATINC STRATINC Strategic Intelligence and Innovative ClustersStrategic Intelligence and Innovative Clusters


• Improvement of the strategic and anticipative dimensions of Improvement of the strategic and anticipative dimensions of clusters and individual (clustered) SMEsclusters and individual (clustered) SMEs• Identification of the collective needs for information mastering Identification of the collective needs for information mastering (strategic intelligence and knowledge management)(strategic intelligence and knowledge management)• Awareness raising on the importance of the long term dimension Awareness raising on the importance of the long term dimension (foresight)(foresight)• Improvement of the co-opetitive attitude (the farer the client, the Improvement of the co-opetitive attitude (the farer the client, the easier the co-operation)easier the co-operation)• Identification of methods, tools and practices (benchmarking)Identification of methods, tools and practices (benchmarking)• Strengthening of innovation and competitiveness through human Strengthening of innovation and competitiveness through human capitalcapital• Tuned experimentation at regional and sub-regional levelTuned experimentation at regional and sub-regional level

ObjectivesObjectives



• Development of clusters or identification Development of clusters or identification and support for creation of potential clustersand support for creation of potential clusters• Collective profiles of information needs by Collective profiles of information needs by clustersclusters• Real size demonstration (pilot strategic Real size demonstration (pilot strategic information platforms)information platforms)• Sustainable business planSustainable business plan



OutcomesOutcomes

Key steps of clusters buildingKey steps of clusters building


• Part I : Getting started : From policy vision to Part I : Getting started : From policy vision to stakeholder committmentstakeholder committment

• Part II : Strategic Intelligence as an instrument in Part II : Strategic Intelligence as an instrument in the cluster policy toolkitthe cluster policy toolkit– Knowledge management perspectivesKnowledge management perspectives

– BenchmarkingBenchmarking

– ForesightForesight

• Part III : Part III : Management IssuesManagement Issues


Intelligence platform definition strategyIntelligence platform definition strategy

Conversion Conversion PaperPaper to D to D formform

ForeignForeign LanguageLanguageTranslationTranslation

ProcessingProcessing Images, Images, videovideo, audio, signal, audio, signal

StandardizingStandardizing and and ConvertingConverting data data

Formats Formats

Image and Image and textualtextual data data extractionextraction

ClusteringClustering and and linkinglinkingofof RelatedRelated DataData

SatisticlSatisticl AnalysisAnalysisto to RevealRevealAnomaliesAnomalies

DetectionDetection ofoftrend trend changingchanging

CriticalCritical situation situation detectiondetection

Interactive Interactive searchsearchand and RetrievalRetrieval ofof DataData

GraphicGraphic vs vs MapMap BasedBasedreprentationreprentation ofof DataData

ModelingModeling and and simulationsimulation

Collaborative Collaborative WorkWork

IdeaIdeaOrganisationOrganisation

AnalysisAnalysis ofofargumentsarguments

DesktopDesktop publishingpublishingand Word and Word ProcessingProcessing

GraphicalGraphical and and VideoVideo ProductionProduction

Monitoring and Real Monitoring and Real time group time group reviewreview

Open Open LiteratureLiterature NonNon--texttext datadata RestrictedRestricted InformationInformation

B_ B_ ProcessingProcessing and Collaborative and Collaborative WorkWork

CC_ _ PrePre--searchsearch and and searchsearch

A_A_ Production and DisseminationProduction and Dissemination

Conversion Conversion PaperPaper to D to D formform

ForeignForeign LanguageLanguageTranslationTranslation

ProcessingProcessing Images, Images, videovideo, audio, signal, audio, signal

StandardizingStandardizing and and ConvertingConverting data data

Formats Formats

Image and Image and textualtextual data data extractionextraction

ClusteringClustering and and linkinglinkingofof RelatedRelated DataData

SatisticlSatisticl AnalysisAnalysisto to RevealRevealAnomaliesAnomalies

DetectionDetection ofoftrend trend changingchanging

CriticalCritical situation situation detectiondetection

Interactive Interactive searchsearchand and RetrievalRetrieval ofof DataData

GraphicGraphic vs vs MapMap BasedBasedreprentationreprentation ofof DataData

ModelingModeling and and simulationsimulation

Collaborative Collaborative WorkWork

IdeaIdeaOrganisationOrganisation

AnalysisAnalysis ofofargumentsarguments

DesktopDesktop publishingpublishingand Word and Word ProcessingProcessing

GraphicalGraphical and and VideoVideo ProductionProduction

Monitoring and Real Monitoring and Real time group time group reviewreview

Open Open LiteratureLiterature NonNon--texttext datadata RestrictedRestricted InformationInformation

B_ B_ ProcessingProcessing and Collaborative and Collaborative WorkWork

CC_ _ PrePre--searchsearch and and searchsearch

A_A_ Production and DisseminationProduction and Dissemination



Non-KnowledgeNon-Knowledge

KnowledgeKnowledge

Acq

uis

itio

nA

cquis

itio

n

Pro

duct

ion

Pro

duct

ion

InvestigationInvestigation

AnalysisAnalysis

Dynamic WatchDynamic Watch

DisseminationDissemination

CapitalisationCapitalisation

Intelligence platform main functionalitiesIntelligence platform main functionalities



Intelligence platform tools selectionIntelligence platform tools selection

Tool 3OUI de 10' à 72h YES

CAPTIWAD Functions Participants

Cross Sorting &

ConsultationTool 2YES

www.Portal.org

Open and TailoredD. of Corporate

Profiles

DISSEMINATION

ToolsINVESTIGATIONS WATCH ALERTS KEY WORDS AND

CONCEPTS ANALYSIS CAPITALISATION

YES

Semantic linguisticanalysis excluded

YES Search Engines CUSTOMERSUPPLYER

New documentalerts

Reports &

Watch and AnalysisProducts

YES Tool 4Newsletters

YES

TRAINING ADMINISTRATION CONFIGURATION USING

Profiled MAILAlerts

Semantic linguistic

analysisYES Tool 1 SUPPLYER CUSTOMER

SUPPLYER CUSTOMER

SUPPLYER CUSTOMER

SUPPLYER CUSTOMER

SUPPLYER CUSTOMER



CONCLUSIONSCONCLUSIONS

High demanding consensusHigh demanding consensus

Short term ROI difficult to demonstrateShort term ROI difficult to demonstrate(politically and economically)(politically and economically)

Needs in VISION, CHAMPION(s)Needs in VISION, CHAMPION(s)

Adaptability, flexibility, business drive, Adaptability, flexibility, business drive, plasticityplasticity

Time and money consumingTime and money consuming

Lorraine public knowledge on innovationLorraine public knowledge on innovation

THANK YOU FOR YOUR THANK YOU FOR YOUR PATIENTPATIENT ATTENTION ATTENTION

[email protected]@cr-lorraine.fr

strategic intelligence as a support to regional economic & competitiveness development the...

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