2013 cambridge rtdi policies in turkey,mete cakmakci, president, technology development foundation of turkey (ttgv)

RTDI Policies in TurkeyCurrent State of Play – 5 Critical Observations

The How-to on Innovation Technology and Entrepreneurship the Road from R&D to Commercialization Cambridge UK, June 2013

The Innovation Solution Platform of Turkey

June 2013 2

The Opportunity : TurkeyLong tradition of private sector culture – founding member of the

OECD,Vast manufacturing sector : ‘China of the Med’, a fast emerging

service sector,Educated and flexible young work force,Adapt and dynamic business attitude – Turks are everywhere!Regional economic hub : strong demonstration effect – lifestyle

icon,Highly developed physical and institutional infrastructure,Huge opportunities in manufacturing conversion driven by the

efficiencies, new markets/segments and technologies.

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Our Benchmark Results in RTDI

June 2013

Given,Turkey’s potential, Increasing resources being dedicated to RTDI since 2004,Strong political ownership,Ever increasing demand for support programs,

There is a chronic performance gap according to various benchmarking studies carried out by international organizations such as OECD, WB, EU, WEF

Obviously a structural issue beyond the official explanation.

June 2013 4

Policy System Dynamics

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ControllablePolicy Input

Variables

DynamicParameters

ObservableOutput

Variables

Learning PolicyDesign and Execution

Adaptive PolicyDesign and Execution

Non-Linear Dynamicse.g. Saturation Points Beyond Which Negative Efficiencies

DELİVERY!

June 2013 5

Capital to Value Conversion

Physical(Labs, Technoparks etc.)

Intellectual(Knowledge, Smart

Regions etc.)

Social(Trust, Transparency,

Clusters, Procurement etc.)

Capacity

Enabling(Creativity etc.)

Supporting(Management etc.)

Ability

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Capital

Skills

«POLICY GAP»Where «collective» becomes «individual»

Value(‘Performance’)

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Observation 1

June 2013

«Political Ownership is Essential but not Sufficient» A learning institutional capacity at the operational level is critical

«What Needs to be Done» should be the primary driver Innovation should be a driver at policy and program levels

An effective organization of the institutional setup is a must Avoid traps of the legacy setups - role, status of state be redefined Coordination among public organizations should be effectively

designed – otherwise many «Me Too» programs on template models As policy makers be authentic : mean what you say Governance should be built on true public-private structures

Governance should be based on transparent open dialogue and consultation – need strong capacity at the private end

June 2013 7

Observation 2 «Building Effective Ecosystems Takes Time and Creative Thinking»

Ecosystems are bottom up evolutionary structures Very different than innovation systems based on strong division of

labor Evolution is driven by the DNA – sustainable localized code of values Hard to implant expats and models Ecosystems evolve in time, work on dynamic symbiotic relations

Public money can’t buy ecosystems! Best that can be bought are expensive «to maintain» aquariums Public does not have the right DNA to dominate

Policy interaction with the ecosystem should be designed over functional public private partnerships

June 2013 8

Observation 3 «Policy Should Balance Between Maintaining Existing and Building

New Sectors» Efficiencies driven innovation is different than research driven innovation

Avoid crowding out research with generalist programs – «hole in the wall» designs – «one size does not fit all»

Sector specific profiles and needs should be taken into account in design

Employment and value creation are difficult objectives to balance New knowledge intensive sectors require excellence in basic and applied

sciences – RTDI is not a pure engineering problem! Strong vocational education is a critical component of RDTI VC alone can’t create miracles! – Growth is an environment issue

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Observation 4

June 2013

«Performance Monitoring and Management is Essential but Tricky» Avoid local politics and target global scale best practices

Deploy international peer reviews and benchmarking with other organizations and programs

Transparency and accountability is key Measure success with predictable metrics, open methodology

Introduce performance based multi step evolutionary funding Transparent and objective criteria to pick winners – prioritize funding to

create critical mass Autonomy in operations (research centers and universities) improves

performance – Industry – university collaboration should be based on academic, economic and administrative autonomy of universities.

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Observation 5

June 2013

«More Funding does not Necessarily Generate New Value» Smart delivery is the key to generate value with public funding

Develop and deploy innovative channels for public funding – consolidation of programs under single roof may not create efficiencies

Be willing and able to change legislation framework to support effective delivery with new and relevant program designs

Impact evaluation should be embedded into delivery process – otherwise archeology will be needed

Design and run programs simple and flexible – program professionals should be developed as able and motivated

Separate «program ownership» and «program management» roles for transparency and accountability

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Final Words

June 2013

The definition of «value» is changing globally Old business models are dead In order to stay relevant a fresh bottom up thinking is needed In order for that,

Observe Understand Explore Experiment Learn

Build relationships through global networks of practice

The Innovation Solution Platform of Turkey

www.ttgv.org.tr

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