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The Global Innovation Index 2012

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Figure 4: Conceptual framework for GCC innovation promotion entities<br />

private large<br />

companies<br />

SMEs<br />

State-owned<br />

companies<br />

NGOs<br />

civil<br />

society<br />

Businesses &<br />

Society<br />

policy advocacy<br />

entities<br />

strong links between the promotion<br />

entities and operations.<br />

GCC leaders across all societal<br />

and economic sectors should cooperate<br />

to ensure regional development<br />

of the main drivers of innovation.<br />

For example, the GCC has the<br />

potential to create an alliance among<br />

its economies that develops, attracts,<br />

and retains employees with the correct<br />

skill sets. Such an approach<br />

would also prevent the GCC states<br />

from crowding each other out at<br />

this critical early stage of developing<br />

their innovation ecosystem.<br />

Finally, the most challenging<br />

aspect will be to convene the myriad<br />

stakeholders and leverage their abilities<br />

through synergy. Promotion<br />

entities will succeed when they<br />

Science, Technology, & <strong>Innovation</strong>-related<br />

policy Advocacy committees and Boards<br />

Higher Education & research policy<br />

(Ministries of Higher Education, Education Departments)<br />

Academic research funding<br />

(Government research funds, university research funds, other research funds)<br />

policy entities<br />

have created a common set of values<br />

and norms and have forged a<br />

culture that nurtures innovation<br />

in the GCC. This is not a form of<br />

economic nationalism. On the contrary,<br />

by developing national talent,<br />

the GCC countries can act as a<br />

magnet to foreign firms seeking new<br />

innovation hubs. A recent Booz &<br />

Company study found, for example,<br />

that one of the top cultural attributes<br />

cited by successful innovative companies<br />

is an attitude that is welcoming<br />

to ideas from the outside.6<br />

Linking innovation operations<br />

<strong>The</strong> promotion entity plays a major<br />

role in orchestrating the model at<br />

the operational level. It ensures that<br />

Economic policy<br />

(Ministries of Economy, Ministries of Trade & Industry, Depts. of Economy)<br />

<strong>Innovation</strong> promotion and r&D funding<br />

(<strong>Innovation</strong> promotion agency)<br />

universities research institutes centers of excellence & innovation corporate r&D<br />

financial capital<br />

(Banks, venture capitalists, SME support funds)<br />

Overall Government policy<br />

(Council of Ministers, Executive Council, Ministries of Labour, Regulatory Bodies)<br />

Academic-focused research <strong>Innovation</strong>-focused and industry-driven commercial research<br />

Operational or mainly<br />

operational entities<br />

physical capital<br />

(Science & technology parks, industrial cities, business parks)<br />

Other Enabling Operational Entities<br />

(Investment promotion agencies, export promotion agencies, business facilitation entities)<br />

businesses have the financial, physical,<br />

and human capital to succeed.<br />

This entails establishing dedicated<br />

specialized bodies to focus on specific<br />

businesses and industries, such<br />

as aerospace or nanotechnology.<br />

This means having a group with the<br />

broad mandate of ensuring that these<br />

sectors are coordinated both with<br />

each other and with the national<br />

policy.<br />

For example, an orchestrated effort<br />

can help a country focus and<br />

maximize the effectiveness of the total<br />

investments made in R&D. Advanced<br />

countries—including Sweden,<br />

Finland, and Japan—have a<br />

dedicated entity that oversees funding<br />

of innovation-based research<br />

to ensure that companies are not<br />

117<br />

THE GLOBAL INNOVATION INDEX <strong>2012</strong> 5: <strong>The</strong> Role of Coherent Linkages

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