Innovation in European healthcare â what can Sweden learn? - LIF
Innovation in European healthcare â what can Sweden learn? - LIF
Innovation in European healthcare â what can Sweden learn? - LIF
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The overall Danish <strong>Innovation</strong> <strong>in</strong>frastructure is<br />
relatively well function<strong>in</strong>g, but there is room for<br />
improvements.<br />
• In a Review of the Danish Research and <strong>Innovation</strong><br />
System, carried out on behalf of the <strong>European</strong><br />
Commission <strong>in</strong> September 2012 by the <strong>European</strong><br />
Research Area Committee (The ERAC-report) it is<br />
emphasised that the relative size of the Danish public<br />
sector provides good opportunities for <strong>in</strong>novation trough<br />
public procurement, especially <strong>in</strong> the <strong>healthcare</strong> sector.<br />
Further the Bus<strong>in</strong>ess <strong>Innovation</strong> Fund (Conta<strong>in</strong><strong>in</strong>g the 100<br />
million DKK public renewal fund for <strong>healthcare</strong> <strong>in</strong>novation)<br />
is praised as a good step towards a further <strong>in</strong>crease <strong>in</strong><br />
<strong>in</strong>novation through public procurement.<br />
• Also the Danish research <strong>in</strong>stitutes and universities are<br />
seen as a strong part of the successful <strong>in</strong>novative<br />
<strong>in</strong>frastructure. Though the report also emphasizes<br />
<strong>in</strong>frastructural problems with the system for <strong>in</strong>novation:<br />
Denmark has an <strong>in</strong>frastructural overload of <strong>in</strong>novation.<br />
There are simply so many councils, committees and funds<br />
support<strong>in</strong>g <strong>in</strong>novation, that the system has become too<br />
complex.<br />
• Further the <strong>in</strong>vestments could have a more strategic aim.<br />
Instead of grant<strong>in</strong>g money for isolated <strong>in</strong>novation projects,<br />
the <strong>in</strong>novation <strong>in</strong>vestments should, to a larger degree than<br />
today, be coord<strong>in</strong>ated strategically <strong>in</strong> accordance with<br />
areas of political prioritisations and national positions of<br />
strength.<br />
233<br />
• In an overall perspective many actors <strong>in</strong> Danish<br />
<strong>in</strong>novation offer overlapp<strong>in</strong>g services. Both the<br />
regional <strong>in</strong>novation units, the <strong>in</strong>novation<br />
environments and the <strong>in</strong>novation networks all<br />
offer a broad spectrum of counsell<strong>in</strong>g services.<br />
• In regard to <strong>in</strong>vestments, both the regional units<br />
and the networks help <strong>in</strong>novators get <strong>in</strong> contact<br />
with <strong>in</strong>vestors whereas the environments <strong>in</strong>vest<br />
directly <strong>in</strong> the projects they f<strong>in</strong>d lucrative.<br />
• It could seem that there is a general potential for<br />
efficiency improvements through better division of<br />
tasks <strong>in</strong> l<strong>in</strong>k<strong>in</strong>g the SME’s to RDI activities.