Post on 13-Jul-2018
ccdr-n.pt/norte2020
SMART SPECIALISATION AND SMART
COOPERATION: LEARNING, WORKING AND
GROWING TOGETHER
CARLOS NEVES VICE-PRESIDENT OF CCDR-N
28.MAY.2014
2
1. Conceptual approach to Smart Specialisation
2. Operational Methodology
3. Priority Domains
4. Smart Cooperation
Index
Smart Specialisation Strategy
3
• The competitiveness of regions lays on gathering critical mass of resources and
assets and determine how to integrate them to innovate, finding a distinctive
global market positioning;
• We must identify the possible domains where the region can have a competitive
stance, being aware not to scatter resources since “it is not possible to excel in
everything”.
This is a paradigm that highlights the importance of place-based
strategies and policies, designing a tailor-made strategy and policy
to lever the competitive positioning in global markets.
Conceptual approach to Smart Specialisation
Smart Specialisation Strategy
4
Conceptual approach to Smart Specialisation
• Choices and critical mass: identify a limited set of priorities to which allocate financial resources;
• Related variety: exploiting inter-sectorial synergies, combining knowledge and productive bases, as well as horizontal and vertical perspectives;
• Constructed Competitive Advantages: taking advantage of the R&DT capabilities and the export-led industrial DNA, to promote interlinkages and develop a technology market that can boost innovation;
• Connectivity and clusters: stimulate a higher density of connections both internally and internationally;
• Quadruple Helix: adopting a collaborative understanding of innovation, involving firms, universities, institutions and users.
Smart Specialisation Strategy
5
Conceptual approach to Smart Specialisation
Focus
PUBLIC POLICY
Structu
ral C
han
ge
INNOVATION
Related Variety Market Relatedness
Technology Relatedness
Spec
ialis
atio
n
RESOURCES AND ASSETS
Inimitability Non transferability
Technological or Endogenous
ADVANCED USERS
Market trends
6
1. Conceptual approach to Smart Specialisation
2.Operational Methodology
3. Priority Domains
4. Smart Cooperation
Index
Smart Specialisation Strategy
7
Operational Methodology
1 + 2
3
4 + 5
6
7
RIS 3 NORTE
1. Quantitative analysis of resources and
assets and of the economic structure;
2. Identification of non-technological
endogenous assets;
3. Evaluation of “technology relatedness”
and “market relatedness”
(identification of 8 priority domains);
4. In-depth characterization of each
domain;
5. Prospective analysis (proximity
demand and market trends);
6. Thematic workshops;
7. Oriented Questionnaires: “fine tuning”
and “follow-up”.
Index
Smart Specialisation Strategy
8
Operational Methodology
Áre
a C
ien
tífi
ca
Ciê
nci
as
Agr
ária
s
Ciê
nci
as d
a Te
rra
da
Vid
a e
Am
bie
nte
Enge
nh
aria
C
ivil
Cri
ativ
as
Ener
gia
Físi
ca e
M
atem
átic
a
Ind
. Alim
ent.
Mo
da
Mat
eria
is
Met
alu
rgia
e
Mec
anic
a
Qu
ímic
a
Saú
de
TIC
E
Setor da Economia %
2,1
6,0
4,3
5,5
0,4
2,3
0,5
0,4
0,6
3,8
3,9
15,8
8,5
Agricultura e Pesca 0,9
Ind. Aliment. 3,8
Moda 8.6
Indústrias Florestais 2,4
Fab. Químicos 0,8
Borracha e Plásticos 2,1
Minerais não metálicos
1,3
Metalúrgicas e Prod. Metal
4,3
Máquinas e Equipamentos
(incluindo Eléctricos e Inf.)
3,8
Automóveis e Componentes
1,6
Mobiliário e colchões
1,2
Energia 3,6
Construção e Imob. 15,6
Ativ. de inf. e de comunicação
2,1
Ativ. de consult e cient.
4,9
Ativ. administrativas 4,3
Saúde e dispositivos Med
7,8
Atividades Criativas 1,8
1. Quantitative analysis of resources and assets and of the economic structure: (knowledge bases proxied by human capital and research output indicators) and of the economic structure, identifying nodal points in the most relevant matches.
2. Identification of non-technological endogenous assets: (symbolic capital): characterizing endogenous resources and pinpoint market opportunities (ex: sea, climate, Douro Valley, Cultural Assets…).
Smart Specialisation Strategy
9
Operational Methodology
3. Evaluation of “technology relatedness” and “market relatedness”: the analysis of horizontal and vertical innovation opportunities, based on the nodal points, internal studies, in-depth knowledge of the territory and a close and permanent interaction with regional actors, led to the identification of 8 possible smart specialisation domains (first and second tier and also “wild cards”).
4. In-depth characterization of each domain: for each possible domain, an in depth analysis followed in order to precise the specialisation of human capital, the scientific competences and the focus of economic activities, proposing a rational for specialisation.
5. Prospective analysis: evaluation of how the resources and assets of the region could be integrated into products in services by the related variety of economic activities and respond, from a distinctive competitive stance, to demand and market trends.
Smart Specialisation Strategy
10
Operational Methodology
workshops Date
HEALTH AND LIFE SCIENCES 10-05-2013
MARINE AND MARITIME TECHNOLOGIES 24-05-2013
SYMBOLIC CAPITAL, TECHNOLOGY AND TOURISM
30-05-2013
NEARSHORING OF SPECILISED SERVICES 31-05-2013
CULTURE, CREATIVITY AND FASHION INDUSTRIES
04-06-2013
ADVANCED MANUFACTURING TECHNOLOGIES
04-06-2013
MOBILITY AND ENVIRONMENTAL INDUSTRIES
05-06-2013
FOOD AND ENVIRONMENTAL SYSTEMS 19-06-2013
6. Thematic workshops: designed to provide brainstorming spaces for regional actors to discuss, validate and precise the rational of specialisation as well as to identify the niches on which the region can be globally competitive.
29%
24%
47%
Participants’ Distribution
Firms: 38
Instituitions: 31
R&D Units: 61
Total: 131 participants
Smart Specialisation Strategy
11
Operational Methodology
7. Oriented Questionnaires: “fine tuning” and “follow-up”: These questionnaires aimed at precising the contents resulting from the discsussion and retriving information to better define market and innovation opportuinities, the rational of specialisation, the targets and the necessary policy tools.
27%
13%
60%
Responses
12
1. Conceptual approach to Smart Specialisation
2. Operational Methodology
3.Priority Domains
4. Smart Cooperation
Index
Smart Specialisation Strategy
13
PRIORITY DOMAIN: HEALTH AND LIFE SCIENCES
Consolidate and promote interactions between the accumulated research capabilities (namely, on tissue engineering, cancer, neurosciences and surgical techniques) and a related variety of firms (pharma, medical devices, health tourism, Health Care, Digital ICT), driving the co-construction of competitive advantages.
RATIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
BASIC MEDICAL
RESEARCH
GENETICS & MOLECULAR
BIOLOGY
CLINICAL MEDICINE
TISSUE ENGINEERING
ENVIRONMENTAL BIOTECHNOLOGY
HEALTH SYSTEMS
PHARMACEUTICALS
MEDICAL DEVICES
COSMETICS
HEALTH AND WELL-BEING
TOURISM FOOD
ICT FOR HEALTH
TEXTILES
NANOSCIENCES & NANOTECHNO-
LOGIES
PATIENTS
ICT
Smart Specialisation Strategy
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PRIORITY DOMAIN: MARINE AND MARITIME TECHNOLOGIES
Developing a sea technologies cluster which innovation focus lays on the combination of engineering knowledge (civil, mechanics, naval, robotics, energy, life sciences, ICT, New Materials), natural resources (wind, waves, algae, beaches) and existing or emerging economic activities (shipbuilding, offshore construction, nautical tourism, fishing and aquiculture, biofuels e, etc).
RATIONAL
ASSETS & RESOURCES ADVANCED USERS
OFFSHORE CONSTRUCTION
OFFSHORE ENERGY
NAVAL SHIPBUILDING
OFFSHORE AQUACULTURE
FASHION
MARINE EQUIPMENT
ROBOTICS & SENSORS
MATERIALS SCIENCE
CIVIL ENGINEERING
ELECTRICAL & ELECTRONIC ENGINEERING
MECHANICAL ENGINEERING
ENERGY FOOD
SCIENCE & TECHNOLOGY
BIOSCIENCES
WIND, WAVES &
SEAWEEDS
SPORT AGENTS
TOURISTS CONSUMERS
NAVY SHIP OWNERS
ENERGY & FUELS
NANOSCIENCES & NANOTECHNO-
LOGIES
METALLO- MECHANIC
METALLURGY & METALLURGICAL
ENGINEERING
INNOVATION | BUSINESS
Smart Specialisation Strategy
15
PRIORITY DOMAIN: CULTURE, CREATIVITY AND FASHION INDUSTRIES
Using symbolic knowledge (especially, architecture and design) to lever innovation in traditional industries and simultaneously support the consolidation of creative industries, aligned with the market trends for design based consumer goods.
RATIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
CORK
CREATIVE INDUSTRIES
HABITAT
FURNITURE FASHION
HEALTH HANDICRAFT
MARKETING & ADVERTISING
AUDIO-VISUAL
CULTURAL STUDIES
ICT
ARTS
CHEMICAL SCIENCES &
ENGINEERING
NANOSCIENCES & NANOTECHNO-
LOGIES
MATERIALSSCIENCE
ARCHITECTURE & DESIGN
SPORT AGENTS
HOSPITALITY INDUSTRY
HEALTH SYSTEMS
CONSUMERS
Smart Specialisation Strategy
16
PRIORITY DOMAIN: ADVANCED MANUFACTURING TECHNOLOGIES
16
Development of clusters associated with Broad Spectrum Technologies (Key Enabling Technologies), and in particular with Advanced Manufacturing Systems, Nanotechnologies and ICT, combining the existence of distinctive scientific and productive capabilities and the presence of advanced users, strengthening the existing business structure (in the case of production technologies and ICT) or promoting the creation of new companies (particularly in the area of nanotechnology and new materials).
RACIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
INDUSTRIAL ENGINEERING
METALLURGY & METALLURGICAL
ENGINEERING
COMPUTER SCIENCES
MECHANICAL ENGINEERING
ELECTRICAL & ELECTRONIC ENGINEERING
AUTOMATION & ROBOTICS
MATERIALS SCIENCE
MANUFACTURING INDUSTRY
MACHINES & METALLIC
TOOLS
SYSTEM INTEGRATORS
INDUSTRIAL INFORMATICS
EQUIPMENT MANUFACTURERS
INDUSTRIAL ENGINEERING
& CONSULTING
NANOSCIENCES & NANOTECHNO-
LOGIES
Smart Specialisation Strategy
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PRIORITY DOMAIN: MOBILITY AND ENVIRONMENTAL INDUSTRIES
17
Creating value from accumulated scientific expertise in the areas of automotive, mold and new materials manufacturing, underpinned by recent investments and supply agreements with Airbus and Embraer, upgrading automotive components and moulds industries to supply more sophisticated client, particularly in the field of aeronautics.
RACIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
POLYMERS, COMPOSITES &
ADVANCED MATERIALS
ENGINEERING & DESIGN CENTERS
MOLD
AUTOMOTIVE COMPONENTS
BIOFUELS
AEROSPACE COMPONENTS
PRODUCTION TECHNOLOGIES
CHEMICAL SCIENCES &
ENGINEERING
MATERIALS SCIENCE
NANOSCIENCES & NANOTECHNO-
LOGIES
INDUSTRIAL ENGINEERING
ELECTRICAL & ELECTRONIC ENGINEERING
BIOLOGY, BIOCHEMISTRY & BIOTECHNOLOGY
MECHANICAL ENGINEERING
AIRLINES AUTOMOTIVE
INDUSTRY
ENERGY DISTRIBUTION
SERVICES
AEROSPACE INDUSTRY
METALLURGY & METALLURGICAL
ENGINEERING
Smart Specialisation Strategy
18
PRIORITY DOMAIN: FOOD AND ENVIRONMENTAL SYSTEMS
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Linking the regional agricultural potential in high value-added products (wine, olive oil, chestnuts, etc) to scientific knowledge (enology, engineering, biology, biotechnology, etc.) to develop precision agriculture and supportive technologies, as well as to expand agri-food industries (dairy products, winemaking, etc), also exploring the possibility of co-location of other symbiotic economic activities such as tourism.
RATIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
PACKAGING CREATIVE
INDUSTRIES
AGRO- -INDUSTRIES
ICT BIOREFINERIES
AGRICULTURE & ANIMAL
PRODUCTION
TOURISM
ENVIRONMENTAL & EARTH SCIENCES
HEALTH CARE
SCIENCES & NUTRITION
BIOLOGY, BIOCHEMISTRY & BIOTECHNOLOGY
AGRONOMY & VETERINARY
SCIENCES
NANOSCIENCES & NANOTECHNO-
LOGIES
DOURO WINE
REGION
EDAPHOCLIMATIC CONDITIONS
CONSUMERS RETAIL CHAINS RESTAURANTS
ENERGY DISTRIBUTION
SERVICES AIRLINES
MATERIALS SCIENCE
Smart Specialisation Strategy
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PRIORITY DOMAIN: SYMBOLIC CAPITAL, TECHNOLOGY AND TOURISM
Creating value from symbolic capital and territorial intensive resources, taking advantage of high quality human capital and of R&DT capabilities, especially in ICT, to promote a wide related variety of economic activities, anchored around tourism.
RATIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
UNESCO WORLD
HERITAGE SITES
SEA, RIVERS & PONDS
MOBILITY INDUSTRIE
S
ICT
NATURE PARKS
HERITAGE & CONTEMPORARY ARCHITECTURE
HISTORY & TRADITION
S
MANAGMENT, MARKETING,
ICT, TOURISM & HOSPITALITY
TOURISTS
DESTINATION MANAGEMENT
ORGANIZATIONS
TOURISM DISTRIBUTION
VISITORS ENTRY INFRASTRUCTURES
GASTRONOMY & WINE
SPA
CITIES & HISTORIC VILLAGES
LEISURE SERVICES
AGRO & WINE INDUSTRIES
MARINE EQUIPMENT
CREATIVE INDUSTRIE
S
MEETINGS INDUSTRY
LODGING & FOOD
SERVICES
Smart Specialisation Strategy
20
PRIORITY DOMAIN: NEARSHORING OF SPECILISED SERVICES
Exploiting international trends of nearshoring business and knowledge process outsourcing services to valorize and promote the adaptation of human capital. This provides opportunity to retain talent, as well as to convert human capital which competencies are not adequate to the prospective demand.
RATIONAL
ASSETS & RESOURCES
INNOVATION | BUSINESS
ADVANCED USERS
GOVERNMENTS MULTINATIONAL ORGANISATIONS
& COMPANIES
SOFTWARE HOUSES
ENGINEERING CENTERS
BPO SHARED SEVICES
CONTACT CENTERS
MARKETING & DESIGN CENTERS
EQUIPMENT MANUFACTURERS
R&D CENTERS CLINICAL TRIALS
MARKETING, ADVERTISING
& DESIGN
CIVIL ENGINEERING
MECHANICAL ENGINEERING
COMPUTER SCIENCES
METALLURGY & METALLURGICAL
ENGINEERING
ACCOUNTING & TAXATION
LINGUISTICS ECONOMICS & MANAGEMENT
GEOGRAPHIC LOCATION
21
1. Conceptual approach to Smart Specialisation
2. Operational Methodology
3. Priority Domains
4.Smart Cooperation
Index
Smart Cooperation
22
Evaluation of “technology relatedness” and “market relatedness”: the innovation policy, we need to focus on improving its efficiency and efficacy. This depends on the ability to improve knowledge flows and diffusion, to support the variable geometry pooling of resources and the capacity to deliver results through technology transfer and innovation.
Smart cooperation is an important element to achieve this goal, being fundamental to pinpoint the best combinations of each region’s knowledge and productive bases in order to integrate value chains and build, together, new competitive advantages founded on collaborative innovation.
In Norte we strongly believe in smart cooperation as an opportunity also to create a variable geometry system of competencies’ agglomeration. We recently joined the Vanguard Initiative for reindustrialization, focusing on advanced manufacturing.
Smart Cooperation
23
KTForce is a good example of EU regions sharing knowledge and experiences in technology transfer projects, providing the opportunity to exchange best practices and to learn from each other thus reducing the uncertainty and the mistakes and allowing to improve policy instruments design.
This is also an important opportunity to network and establish the links for future cooperation in order to work together in constructing new competitive advantages for EU and together initiating a new growth path.
ccdr-n.pt/norte2020
Thank You
CARLOS NEVES | VICE-PRESIDENT OF CCDR-N
carlos.neves@ccdr-n.pt
ccdr-n.pt/norte2020
SMART SPECIALISATION AND SMART
COOPERATION: LEARNING, WORKING AND
GROWING TOGETHER
CARLOS NEVES VICE-PRESIDENT OF CCDR-N
28.MAY.2014