Guide to Research and Innovation Strategies for Smart Specialisation

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Step 5 - Definition of coherent policy mix, roadmaps and action plan The experience with Regional Innovation Strategies throughout Europe has shown that it is a good practice to combine the adoption of strategies with an agreement on an Action Plan and even the simultaneous launch of pilot projects (IRE 2007) 35 . Analytical and Strategic phases tend to remain invisible to many field actors. Strategies that stop before this step run the risk to remain unimplemented and /or not credible. Pilot projects, when their success is proven, can be used as flagship of the RIS3, to demonstrate that it goes beyond rhetoric and involves concrete action. When priority areas for the region’s transformation are defined in the previous step, a coherent multi-annual Action Plan is to be elaborated by the RIS3 management bodies, including: • Definition of the broad action lines corresponding to the prioritised areas and the faced challenges within these areas; • Definition of delivery mechanisms and projects Definition of the target groups; • Definition of the actors involved and their responsibilities; • Definition of measurable targets to assess both results and impacts of the actions; • Definition of timeframes; • Identification of the funding sources, targeted to the several groups and projects (developing and completing Figure 5). This planning process involves both the incorporation of existing programmes and instruments, on the basis of evidence on their effectiveness and relevance for the prioritised areas, and inclusion of new instruments, justified according to their contribution to the overall strategy goals. The menu to choose from, in order to compose a balanced and appropriate policy mix is wide: it is useful to use taxonomies, such as the ones presented in Table 5 and Table 6, to determine whether these instruments are likely to address, collectively, the strategic goals of the RIS3. Tables Table 5, Table 6, Table 7, Table 8 and Table 9 present examples of strategies and associated mixes of actions lines and instruments, according to regional types and to the institutional power of the region: this latter element underlines the necessity to embed nationallevel policies into the policy mix, seen from a regional perspective. Each action line and instrument needs to be accompanied by measurable indicators reflecting results achieved, according to the mission and objective, but also impacts reached, assessed through evaluations. 35 Innovative Regions in Europe Network (2007), RIS Methodological Guide, Stage 2. 54
Traditional instruments Emerging Instruments Experimental instruments Source: OECD 2011 Table 5 - Regional innovation delivery instruments: a taxonomy Knowledge Generation Knowledge Diffusion Technology funds, R&D incentives/supports/grants Support to scientific research and technology centres, Support to infrastructure development Human capital for S&T Public private partnerships for innovation Research networks/poles Cross-border research centres Science Parks Technology Transfer Offices and schemes, Technology brokers Mobility schemes, talent attraction schemes Innovation awards Innovation Voucher Certifications/accreditations Competitiveness poles Competence centres New generation of scientific and technological parks and clusters Venture and seed capital Guarantee schemes for financing for innovation Open source-Open science Markets for knowledge Table 6 – Innovation delivery instruments targeting SMEs Knowledge Exploitation Incubators Start ups support innovation services (business support and coaching) Training and awarenessraising for innovation Industrial PhDs Support to creativity Innovation benchmarking Regional Industrial Policy; Innovation oriented public procurement Form and focus of innovation support services for SMEs Target of Reactive tools providing inputs Proactive tools focusing on learning to support for innovation innovate Excellence poles International technology transfer schemes Global connections Cross-border technology centres Funding for international R&D or innovation projects Mobility schemes Support for global networking of firms Cross-border innovation vouchers Lead market initiatives Cluster policies Regional system Collective technology or innovation centres Proactive brokers, match-makers Innovation vouchers Support for regional networking of firms Schemes acting on the culture of innovation Management advice Individual Firms Incubators with 'hard' support Traditional 'reactive' technology centres Seed and venture capital funds Incubators with 'soft' support 'Proactive' Technology centres Audits, monitoring of needs R&D subsidies or tax incentives Innovation Coach/ Innovation management training Techno-economic intelligence schemes Source: OECD 2011, expanding from Asheim et al. (2003) 36 and Technopolis (2011) 37 36 Asheim, B., Isaksen, A., Nauwelaers, C. and F. Tötdling (2003), Regional innovation policy for small-medium enterprises, Edward Elgar, Cheltenham, UK and Lyme, US. 37 Technopolis (2011), Review of innovation promotion instruments at regional level, unpublished report for OECD. 55
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European Union Regional Policy Guid
Page 3 and 4:
Dominique Foray John Goddard Xabier
Page 5 and 6: TABLE OF CONTENTS INTRODUCTION ....
Page 7 and 8: LIST OF REGIONAL EXAMPLES Example 1
Page 9 and 10: horizontal approaches. These were i
Page 11 and 12: Smart specialisation has also been
Page 13 and 14: asked to play within that process i
Page 15 and 16: Who: Putting entrepreneurial knowle
Page 17 and 18: • Finally, radical foundation of
Page 19 and 20: • Secondly, this process is carri
Page 21 and 22: Therefore, they should not be thoug
Page 23 and 24: Tools suitable for this kind of ana
Page 25 and 26: Step 3 - Elaboration of an overall
Page 27 and 28: Step 6 - Integration of monitoring
Page 29 and 30: ANNEXES 27
Page 31 and 32: Step 1 - Analysis of the regional c
Page 33 and 34: problems, when regions remain too s
Page 35 and 36: 3. 'Cluster' in-depth case studies
Page 37 and 38: Step 2 - Governance: Ensuring parti
Page 39 and 40: the contrary, they are offered as g
Page 41 and 42: 'thing' that a minority of people p
Page 43 and 44: Some or all of these engagement mec
Page 45 and 46: national government agencies and th
Page 47 and 48: Each country and region will, of co
Page 49 and 50: side of the box provides a typology
Page 51 and 52: preparation and discussion of scena
Page 53 and 54: 2. Identification of the stakeholde
Page 55: But how to present the prioritised
Page 59 and 60: Type of OECD region by economic pro
Page 61 and 62: Developing a RIS3 involves a degree
Page 63 and 64: national statistics. If the program
Page 65 and 66: Being place-based Box 6 - Distincti
Page 67 and 68: ANNEX II: DELIVERY INSTRUMENTS AND
Page 69 and 70: Clusters and Smart Specialisation W
Page 71 and 72: • Promote cluster management exce
Page 73 and 74: Barriers and challenges Most SMEs a
Page 75 and 76: o the China SME IPR Helpdesk provid
Page 77 and 78: Science parks provide the advanced
Page 79 and 80: designing and delivering national a
Page 81 and 82: a mutual understanding of the drive
Page 83 and 84: Digital Agenda for Europe Why shoul
Page 85 and 86: • Rural Development: measures aim
Page 87 and 88: high speed internet infrastructure.
Page 89 and 90: For this, solid economic data is ne
Page 91 and 92: production and distribution methods
Page 93 and 94: • Develop innovative financial in
Page 95 and 96: all departments - research, innovat
Page 97 and 98: Financial engineering instruments W
Page 99 and 100: 2011: operated by the EIF on behalf
Page 101 and 102: the Bank's operational plan are Eco
Page 103 and 104: • Higher impact of innovation inv
Page 105 and 106: • To support financially the proc
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energy potential and climate impact
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First, the sustainable management o
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get out of grant logic, become self
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ANNEX III: REGIONAL RESEARCH AND IN
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5.2 Does it foster the internationa
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Guide to Research and Innovation Strategies for Smart Specialisation

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