Elaboration of regional innovationstrategy in practice – problems and solutions
Marja-Riitta Mattila-Nurmi20 November 2009, Riga
Responsabilities in promoting innovationbetween national, regional and local level
National level- National Innovation Policy (which refers to the education,
research & innovation)- National Innovation system, structure, institutions- Innovation related funding- Selection of focus areas on national level- Other issues in which regional level does not have the critical
mass
Regional / local level- Implementation level, region specific ways of implementation- Common understanding and Interpretation on regional level- Work up financial and other resources- Build up the infrastructure ja organisation in the region
(clusters, research infrastructure, buildings, services,…)- Evolution process
Tampere Region in figures
Population (09/2009)
Employment rate (III/2009)
Unemployment rate (09/2008)
Turnover (all sectors,2008,est.)
Change in 2008
Turnover (ind sectors, 2008, est.)
Change in 2008
GDP per capita 2007
GDP index 2007 (EU27=100)
Varies in range 62,2-124,5 within the region
483 77068,5 % 11,5 %
29,5 Mrd€
+5,1 %
12,8Mrd€
+3,2 %
32 448€
110,6
4
Development in Turnover 2001–2006 (m€)Key Sectors, Tampere Region (Turnover, total 26,546 M€, change from 2005 +10.2 %)
Source: Statistics Finland
Electronic industry: The latest turnover of electronic industry is notpublished by StatisticsFinland.ICT Serivce Production: The figures of ICT Service Production are not in accordance with the international standardindustrial classificationscheme. This field of business includes figuresfor data processing, telecom and wholesale of electronics
Finland's Most Important Trading Partners 2007Source: National Board of Customs
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
German
yRus
siaSwed
enGrea
t Brit
ainChin
aNeth
erlan
ds
USAFr
ance Italy
Norway
Estonia
Belgium
Denmark
Import 59 400 m€Export 65 500 m€
Million €
Enterprises
TBC
UTA
Institutions
VTT,Tre
VocationalinstitutionsPirPo
HermiaLtd
FinnMedi
Hermia-Business dvl.
BDOs
BioNext
Council of Tampere Region
L & B develcentre
Chamber of Commerce
Association. of Enterpr.
TUT
Edutech
Institutions
MofE
SITRA
Finn.Academy MTI
ML
MIA
TEKES
National Fund for Industry
VTT
Middlemans, brokersregional support & funding
Education & research
National funding & support
FinnProfor Export
l
Transformation of the businesses in the Tampere Region
Rapidly from traditional smoke-pipe industries to modern knowledge-based industries -> Nokia, intelligent machinery cluster, stemsellresearch applications, laser manufacturing and applicationindustries, etc.
- ”Happy marriage”
- In 1991start of programme based economic development
- In 1993 adoption of cluster concept in regional development->Tampere Region Centre of Expertise Programme 1994
- In 1995 first structural policy programme starts (EU)
- Ambitious programmes like eTampere, Bionext, Creative Tampere, ”New factory”
- Adoptation of Triple helix in regional development strategyprocesses and in regional innovation strategy eg.
INNOVATION STRATEGY PROCESS
Regional Plan 2005+ for Tampere Region
VBN Innoreg
Work on innovation system analysis and
indicators
Proposal for initial
focus areas of innovation strategy
Meetings with the
subregion Meetings with key operators
Advisory board and Innovation Council for innovation strategy
work
Tampere Region
innovation strategy
2006 2007
IMPLEMENTATION AND MONITORING
Tampere Region Innovation Strategy- Future challenges identified
Globalization is deepening and taking on new forms
Structural economic change continue forcefully
The impact of population development is beginning to emerge in concrete ways
Acceleration changes in technology development
Challenges for Building up Innovative Region
Capital and mobility
Real &financialcapital
Human capital
Social capital
Components
Blueprints
Machines
Patents
ExpatriateSkilled labor
Scientists
Personalnetworks
Cooperation institutions
Lähde: Sölvell et al.
?
Local Global
Tampere Region Innovation Strategy- 4 priorities
1. Strengthening and expansion of knowledge-basedinnovation
2. Development and growth of knowledge-intensiveservices and adoption of service business principles
3. International networks in support of innovationoperation
4. Development of the ability to reform and innovate of experience and skill-intensive enterprises
1. Priority:Strengthening and expansion of knowledge-basedinnovation
Strategic challenge:The strengthening and diversication of the science, technologyand expertise platform in the spearhead sectors of the Tampere region
Measures: clusters, strategic cooperation of main actors (etc. universities with the city), interaction between different fields of expertises, needs oriented education and research, science based knowledge accomplished with user and customerdriven knowledge e.g. living labs, innovation workshops
Main actors: Universities and academic research as producersof scientific information; polytechnics and enterprises as information exploiters; technology centres as creators of dynamics within the innovation system
Case I: Cluster concept development since 1993
The Tampere Region Centre of Expertise 2009-13
Intelligent machines (responsible for national coordination)Ubiquitous Computing (responsible for national coordination) Digital ContentEnergy TechnologyNanotechnologyHealth technologyBiotechnology
Case II: Mechanical engineering turned to intelligent machines industry
19.11.2009 16KP/2005
FIMA – Forum for Intelligent Machines -MEMBERS
Global Market Leaders in Tampere RegionThe list doesn’t include all global leaders within the region
Desec 80% Turnout (switch) laying machine for railroadsFastems 70% Multilevel FMSGlaston 50% Flat tempering machineryOseir 50% SprayWatch thermal spray diagnostics equipmentAta Gears 50% Bevel Gears for marine industryJohn Deere Forestry 45% Forest machinery Avant Tecno 40% Mini loaders (max. one ton)Nokia 40% Mobile phonesSandvik 35% Machinery, services to mining and constructionGardner Denver 30% Marine compressorsKalmar Industries 20% Container handling machinery, servicesMetso Minerals 17% Mobile stone crushers and related servicesAtlas Copco Rotex 15% Casing advancing (overburden drilling)
Tampere CCI, April 2008
Case III: Academic research turned into high techindustry
20
1980 1985 1990 1995 201020052000
Infrastructure Development and Training Programs of ORC, supportedby Pirkanmaa TE-Centre and the City of Tampere, €3.6 M
The 1st National Micro-electronicsR & D Program by Tekes
Research started
Typically 20 of R & D national & trans-national projects p.a.
1st MBE reactoracquired. Tekes
Coherent acquired 100 % of Tutcore
1st quantum-welllaser @ 1.55 μm
LCC Finland, Laser Pilot Factory, L3-project, supported by Pirkanmaa TE-Centre and the City of Tampere, €2.7 M
6th MBEacquired
More R & D & IMore firms ?More jobs ?More money?
Academic research turned into high tech industry –Optoelectronic Research Center ORC
1998 First second generation Communicator (Nokia 9110)
1997 First GSM Card PhoneFirst Data Suite
1996 First Communicator (Nokia 9000)
1994 First GSM Data Card (GSM 900)
1999 Nokia C110/C111 Wireless LAN Card
2001 First music phone with qwerty keyboard (Nokia 5510) First GSM imaging phone (Nokia 7650)
2003 First mobile game deck using Series 60 interface (N-Gage)
1993 First analog data card in 1993
Source: J.-T. Eriksson, TUT 2003
1999 WAP Server1999 Wireless LAN2000 Wireless Mine (Tamrock)
Some ICT milestones achieved in TampereNOKIA MOBILE PHONES, TAMPERE , FIRST IN THE WORLD
Case IV: Open innovation environment as precondition for an open innovation process –case Demola
19.11.2009KP/2005 23
19.11.2009KP/2005 24
2. Priority:Development of knowledge-intensive services
Strategic challenge: development of knowledge-intensiveservices and adoption of service business principles
Measures: create general understanding of the structure and the importance of service business, recognition of main sectors, KIBS, Industrial services, SSME (Service, Science, Management and Engineering) –educational programmes, innovation as an export product like the concept of Hospital for Advanced Therapy
Main actors:Units of universities and polytechnics involved with serviceresearch and themes that can be productized into services, enterprise development organizations, chamber of commerce; municipalities as initiators of service process reform.
VALUE CHAIN AND INNOVATION STRUCTURES
RESEARCHMAINT. OF
CUSTOMER RELATION-
SHIP
DISTRIBU-TION
MARKETING AND SALES
PRODUC-TION
DEVELOP-MENT
Optimizing the investments in the innovation structures thatenable future competitiveness
INV E
S TM
E NT
Source: Pentti Hämäläinen
Case V: From selling products to selling ensemblesof services
From selling products to selling ensemble of services
Sandvik Mining used to sell rock drilling machines. Now theysell mining capacity.
Wärtsilä used to sell diesel motors. Now they sell powerproduction capacity.
Nokia Tyres used to sell tyres for timber machines. Now theyare selling working hours of timber machine.
3. Priority: International networks in support of innovation operations
Strategic challenge: strengthening of the Tampere regioninnovation system’s international contacts and rooting of top-level overseas experts in Tampere region enterprises and otherorganisations
Measures: international exchange programs into use, scholarships, international education programmes, new structures and methods to help foreign students to find work, Finnish for foreigners, anticipatory immigration policy, foresightactivities, special programmes for companies
Main actors: All international actors, such as universities, enterprises and entire business community, parties supportingthe internationalization and attractiveness of the region, such as municipalities and technology centres, all residents
4. Priority: Development of the ability to reform and innovateof experience and skill-intensive enterprises
Strategic challenge: Development of the ability to reform and innovate of experience and skill-intensive enterprises(traditional industry and municipalities)
Measures: Tailored innovation and new enterprise services and more efficient service provision, creation of development culture in firms, universities as disseminators of scientific information –one stop shops for innovation, local infrastructure in common use, service transformation in public sector, ”Innovativemunicipality”
Main actors:Intermediary organizations as identifiers of development needs:
local educational institutions, universities, chamber of commerce, business development organisations, municipalities
Case VI: BSR InnoReg
BSR InnoReg activities in the Tampere Region
Problem: to increase the competences and strengthen the knowledge base of local BDOs in order to increase their ability to react in the fast changing global business environment. Analysing their development needs in long term and evaluate the future competence needs. Identification and better use of the regional cooperation potential. To get the owners to understand better the future challenges and strengthen their commitment
Target BDOs – five subregional BDOs owned by the municipalities
Expectations: A common interpretation of BDOs challenges what comes to their roles, market strategies, customers, strategic cooperation and ownership related to the changes of the business environment. Development plans. Common understanding on regional development challenges and plans for common operations.
Innovation strategy implementation
Matching of development funding to innovation strategymeasures
Requesting of initiatives related to strategy measures
Raising of general awareness of the major challenges facingthe region
Commitment of key actors through creation of a mutualconception of the necessary measures and actors
Use of the strategy as one of the pillars of regionaldevelopment work and strategies for the region
Issues linked to the innovation promotionin the region
Information society development- Efficient use of internet- Taking possession of ICT-technology- Broad band strategy - 100 Mbit/s at distance of 2 km from
every house and workplace in the region
Towards to active immigration policy- Focus on atrractiveness - promotion, importance for
economic life- Capability of municipalities and companies to receive
immigrants- Foreign students and researchers in the universities- High unemployment rate among immigrants
19.11.2009 35PL/2009
Where are we?
The use of ICT in Finnish companies 2008 -
Where are we?E-government readiness index, UN 2008
Evaluation of the National Innovation System in Finland –Results published in October 2009
The aim of the evaluation was to provide insights into how the National Innovation System, ists structure and organisations can respond to the changes in the global environment and to the challenges these changes pose.
The international evaluation experts have identified modes of operation, processes and tools, that the Finnish innovation policy can be designed and implementd with.
A specific challenge in the promotion of innovative activities is the inclusion of the creativity and expertise of individuals and communities. The new demand-and user-driven innovation policy emphasizes the needs of customers in developping products and services, the systematic use of economic incentivesand the participation of end-users in the innovation process.
The future challenges – such as the globalizing economy and its first globalrecession, the structural change of Finnish industries, aging of population, and climate change – can be adressed by facilitating interaction between differentministries and other actors, and by introdusing a broad-based and efficientpublic innovation policy
Evaluation of the National Innovation System in Finland –Results published in October 2009
- Strong regional dimension, but not strongly linked to the national policy
- Role of municipalities has become important- Innovation policy must be transparent, not a tool for regional
policy- Ongoing university reform highly important- More experimental initiatives, more risk taking- More demand orientation, also in service sector- Business support system is complicated for customers -
overlapping and fragmented services- Finland is less international that othet Scandinavian countries –
does not attract knowledge intensive companies- Companies not able to utilise the new knowledge produced
globally- Over ministerial coordination and decision making missing- Mobility of researchers decreased – incentives needed
www.pirkanmaa.fi
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