The workshop in brief - PRO INNO Europe

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Session 3: Innovation culture in regions and cities This session moderated by David Robson (Scottish Enterprise) took a closer look at policies and actions to foster an innovation culture at regional and local level. Main questions included the key elements in attracting talent, creative companies and nourishing lively innovation ecology in a region or city as well as the roles and modes of collaboration between public and private operators. Successful examples and benchmarks in future planning for regional policy makers were presented. Ton van Lier (Brainport) presented the example of Brainport as a strong, open and innovative eco-system. It is characterised by a high density of top-technology companies and research institutes and a long tradition in co-operation. Brainport is open minded and covers research, development as well as business with a high willingness to cooperate. Five clusters have evolved in Brainport in the fields of LifeTec, High Tech Systems, Design, Automotive and Food. With 8% of GDP and 36% of total Dutch business expenditure, R&D expenditure is very high; most part of R&D expenditure is private. The sustainable development was possible by developing on ‘installed base’, building on regional strengths and opportunities, mastering complexity, creating more value on intangibles and by offering experiences. Key success factor was to foster creativity. The “Design Connection Brainport” is used to cross cut technology and creativity in order to reinforce design as an independent economic sector. The portfolio of more than 30 projects is a reflection of the design-oriented dynamics in Brainport, including e.g. the Creative Conversion Factory, ADMIRE, Design Incubator, Design Café, Designhuis, Materials Library. Further success factors include trust amongst government, private sector and academia, leadership, thriving enriching and self empowering communities where people help and encourage each other. Responsible persons from government, science and business join regularly and set the agenda for the future, combining the right competences and bringing in the right partners, absorption capacity and the scale of operation, i.e. the regional level. To conclude, regions are very well equipped to combine strategy and implementation with involvement of regional stakeholders. Successes can be achieved by using the regional culture as a fulcrum for strategy development and execution. Considering that a strategy is as good as the culture it fits in, it is more effective to adapt strategy and actions to the predominant culture than to change culture itself. 06.10.2008 Page 18 of 34 INNO-Views WS 04 Output final
In order to foster creativity, uncertainty needs to be accepted and failures need to be allowed. It is recommended to offer a broad range of support approaches with more focus at the end of the value chain and mechanisms to propel value creation and capture value. Focus of support should be on bottom-up driven initiatives. Jan van den Biesen (Philips Research) highlighted some practical examples of Philips' approaches to open innovation and its High Tech Campus in Eindhoven which was opened up in 2003 to third parties. Royal Philips Electronic (Headquarter Amsterdam) is one of the largest global electronics companies with sales of € 26,976 billion in 2006. 53 % of sales comes from new products. In 2006 the R&D expenditure was € 1.7 billion. (6.2 % of sales. 13,000 R&D staff in 25+ countries, 80,000 patents; inventor of CD). Philips Research represents over 90 years of industrial research. In the last decades, the scope of innovation was changing from technology research and a closed system to an open innovation system and entrepreneurship. The change form a closed to an open innovation system made a change from a closed to an open mindset necessary. In a closed system it is assumed, that this system has always to be the first to discover and to create the most ideas. The assumption is that all smart people are working for this organisation. In open systems it is assumed, that smart people “tap into world” and that profit may come from research by others. The open system uses ideas from outside and trades also IP. High Tech Campus Eindhoven is a most successful example for an open system as world-class technology centre of high tech companies. 40 companies and institutes with 7.000-8.000 people work here together in development of new technologies. Facilities include e.g.: • ExperienceLab, i.e. three facilities for testing feasibility and usability of innovative products by end-users • MiPlaza: Industrial R&D expertise and support e.g. by access to clean rooms, expertise, technical services, tools and facilities. • Holst Centre: International open R&D centre, founded by IMEC and TNO. Creating generic technologies in programme partnership with industry and universities. 06.10.2008 Page 19 of 34 INNO-Views WS 04 Output final
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The workshop in brief - PRO INNO Europe

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