Recommendations for a European Innovation Strategy

Dr Rafael PopperResearch Fellow, Manchester Institute of Innovation Research (UK)

Innovation Director & CEO, Futures Diamond (Czech Republic)[email protected] - [email protected]

Recommendations for aEuropean Innovation

StrategyInternational Conference

“Innovations for the Ecological Turnaround”Berlin, Germany (9-10 May 2012)

What is on the biographies of the

41 speakers

at Innovations for the Ecological Turnaround?

(Berlin, 2012)

1 of 41 speakers

5 of 41 speakers

4 of 41 speakers

26 of 41 speakers

Source: Short Biographies of Speakers at the International Conference: Innovations for the Ecological Turnaround (Top 70 keywords)

What is on the agenda at Innovations for the Ecological

Turnaround?(Berlin, 2012)

Source: Top 20 keywords of the International Conference programme on Innovations for the Ecological Turnaround (Berlin, May 2012)

So what do we know about Innovation Strategies?

OECD Innovation Strategy (2010)

The OECD Innovation Strategy is built around five priorities for government action, which together can underpin a strategic and broad-based approach to promoting innovation for the 21st century: empowering people to innovate; unleashing innovation in firms; creating and applying knowledge; addressing global and social

challenges; and improving the governance and

measurement of policies for innovation.

Horizon 2020 €80 billion for R&I for 2014-2020, representing 46 percent increase

compared to the funding of the EC Multi-annual Financial Framework 2007-2013 (constant 2011 prices)

The 5 objectives of the next EU spending programme for research and innovation (R&I) will be to contribute to the objectives of the Europe 2020 strategy and to the completion of the European Research Area.

1. Strengthening Europe's science base by ▪ (1) improving its performance in frontier research, ▪ (2) stimulating future and emerging technologies, ▪ (3) encouraging cross-border training and career development, and ▪ (4) supporting research infrastructures

2. Boosting Europe's industrial leadership and competitiveness through ▪ (1) stimulating leadership in enabling and industrial technologies, ▪ (2) improving access to risk finance, and ▪ (3) stimulating innovation in SMEs

3. Increasing the contribution of R&I to the resolution of key societal challenges

4. Providing customer-driven scientific and technical support to Union policies5. Helping to better integrate the knowledge triangle – by combining

▪ (1) research, (2) researcher training and (3) innovation

EU Innovation Strategy (2011)

The EU Innovation Strategy is built around 4 priorities: Delivering growth and jobs through Innovation

▪ Making Europe more robust against the crisis (i.e. resilience)▪ Reforming national research and innovation systems▪ More and better EU funding for research and innovation▪ Working in partnership to address societal challenges▪ Maximising social and territorial cohesion

Strengthening the knowledge base & reducing fragmentation▪ Getting top talent for Europe (i.e. education & training systems)▪ Delivering the European Research Area (e.g. EU Funding

Instruments)▪ European Institute of Innovation and Technology

Getting good ideas to market▪ Access to finance for innovation companies▪ Protecting & enhancing the value of intellectual property &

boosting creativity▪ Accelerating and modernising standard-setting▪ Putting the power of the public purse (i.e. public procurement)

to innovation

Leveraging EU policies externally▪ Pooling forces to achieve breakthroughs: European Innovation

Partnerships (e.g. India, China and USA)

EU Sustainable Growth Strategy(2011)

Sustainable growth - for a resource efficient, greener and more competitive economy

reducing greenhouse gas emissions by 20% compared to 1990 levels by 2020

▪ The EU is prepared to go further and reduce by 30% if other developed countries make similar commitments and developing countries contribute according to their abilities, as part of a comprehensive global agreement

increasing the share of renewables in final energy consumption to 20%

moving towards a 20% increase in energy efficiency

EU Eco-Innovation Action Plan (EcoAP)

(December 2011)

The Eco-Innovation Action Plan is 1 of 32 commitments of the the Innovation Union and

includes 7 key aspects:

Using environmental policy and legislation to promote eco-innovation

Supporting demonstration projects and partnering to bring promising, smart and ambitious operational technologies to market

Developing new standards to boost eco-innovation

Mobilising financial instruments and support services for SMEs

Promoting international cooperation

Supporting the development of emerging skills and jobs and related training programmes to match labour market needs

Promoting eco-innovation through European Innovation Partnerships

What do we mean by Grand Challenges?

Understanding Grand Challenges(Georghiou, 2008; Georghiou et al, 2008; iKnow, 2011)

1. Economic challenges need to engage business through a

combination of supply-side measures for promotion of RTD and demand-side measures to create innovation-friendly markets – see Aho Group Report

2. Social and environmental challenges causes and consequences of issues such as

climate change, food and energy security and the ageing society

initial drive will have to come from governments

3. Science and technology collective ability to respond to opportunities in

frontier research

GCs must be relevant, feasible and have research dimension

1. Water security and vulnerability

2. Energy security and vulnerability

3. Health, illness and well-being

4. Sustainability and climate change

5. Ageing and demographic issues

6. Food security and culture

7. Globalisation and localisation

8. Social cohesion and diversity

9. Technological security, hazard and risk

10. Consumption and behavioural change

11. Innovation, knowledge & technology dynamics

Selecting Grand Challenges

12. Work-life balance and mental health

13. Science, technology and ethics

14. Crime, security and justice

15. Governance, democracy and citizenship

16. Coexistence and conflict

17. Social pathologies and ethics

18. Social exclusion, poverty and affluence

19. Economic prosperity & growth dynamics

20. Urban and rural dynamics

21. Education and skills dynamics

1. Water security and vulnerability

2. Energy security and vulnerability

3. Health, illness and well-being

4. Sustainability and climate change

5. Ageing and demographic issues

6. Food security and culture

7. Globalisation and localisation

8. Social cohesion and diversity

9. Technological security, hazard and risk

10. Consumption and behavioural change

11. Innovation, knowledge & technology dynamics

Selecting Grand Challenges

12. Work-life balance and mental health

13. Science, technology and ethics

14. Crime, security and justice

15. Governance, democracy and citizenship

16. Coexistence and conflict

17. Social pathologies and ethics

18. Social exclusion, poverty and affluence

19. Economic prosperity & growth dynamics

20. Urban and rural dynamics

21. Education and skills dynamics

GCs need a broad & deep Research Agenda

www.iknowfutures.eu & follow-up proposal summary

Need for a broad research agenda addressing ‘wicked’ problems interconnecting knowledge resolving conflicts in: ▪ definitions▪ methodology▪ policy responses

Need for a deep research agenda Addressing grand challenges Addressing grand responses Addressing emerging issues Addressing knowledge governance Applying a ‘worldviews’ approach

Forward-looking Practices Players Outcomes

Robust methodology Explanatory Participatory Exploratory Advisory

Worldviews approach Conservative Reformist Radical

Recommendations for aEuropean Innovation

Strategy

Integrating Foresight in the Innovation Policy Cycle

(Popper, 2011)

Foresight is a systematic, participatory, prospective and policy-oriented process which, with the support of environmental and horizon scanning approaches, is aimed to actively engage key stakeholders into a wide range of activities anticipating, recommending and transforming (ART) technological, economic, environmental, political, social and ethical (TEEPSE) futures.

Key/Emerging/Frontier Issues Environmental

Scanning Horizon Scanning

ART Anticipating Recommending Transforming

TEEPSE futures Technological Economic Environmental Political Social Ethical

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ADDRESSING GRAND CHALLENGES, GRAND RESPONSES,

EMERGING ISSUES AND KNOWLEDGE GOVERNANCE

IN Foresight & Horizon Scanning

(FHS)

Addressing Grand Challengeswww.iknowfutures.eu &

follow-up proposal summary

consensus about the need to address GCs huge amount of information on GCs

problem of effective knowledge management (e.g. impact of climate change on cities, consequences of ageing population for workforce skills, etc.).

problem of interactions between various GCs (e.g. impact of climate change on water and food security, impacts of ageing on migration).

problem of information overload, with studies at various levels of granularity, and considerable controversy in many topics.

problem that GCs are NOT just “big problems”. They represent agendas for RTD, innovation and the development of conducive environments for adoption of innovations.

problem of classifying GCs in terms of:▪ Geographical relevance▪ Knowledge domain and RTD relevance▪ Feasibility as an economic or social investment

Classifying GCs Economic Social &

Environmental Science and

technology

Selecting GCs Geographical

relevance RTD relevance Socio-economic

feasibility

Defining GCs space Strata Linkages Borders of strata Control mechanisms

1

Addressing Grand Responseswww.iknowfutures.eu &

follow-up proposal summary

GRs to GCs will almost certainly require: interdisciplinary knowledge

development multi-stakeholder contributions to

and applications of this knowledge base a policy mix of actions (developing a

policy roadmap that spans several traditionally distinct policy domains).

Far too often specific efforts to address GCs – such as geoengineering plans, or calls for massive change in consumer behaviour, smart metering and carbon taxes (all these in the context of energy/climate change challenges) – are conceptualised in very narrow ways. The social resistance, technical difficulties,

leads and lags in adjustment and transition, are poorly taken into account.

Applying multiple approaches to GRs Interdisciplinary Multi-stakeholder Policy mix

Promoting stakeholder engagement through: Delphi surveys Expert workshops Gaming activities Scenario building Roadmapping Visualisation tools Networking tools Etc.

2

Addressing Emerging Issueswww.iknowfutures.eu &

follow-up proposal summary

Applying horizon scanning & issue mapping

Mapping issues against GCs and GRs Assessing factors shaping the

trajectories of ▪ GCs ▪ GRs

Paying particular attention to▪ Seeds of change (“weak signals”)▪ Potential surprises (“wild cards”)

Using bottom-up approaches such as surveys, citizen panels and web-based crowdsourcing for the analysis of emerging issues relevant to GCs & GRs

Developing a robust emerging issues MAP Monitoring issues Analysing issues Positioning issues

Mapping emerging ‘issues’ such as: Weak Signals and

potential Wild cards

Key technologies Visions & scenarios TEEPSE drivers SWOT & GCs Roadmaps Models Etc.

3

Addressing Knowledge Governancewww.iknowfutures.eu & follow-up proposal summary

Effective knowledge governance (KG) requires: Overcoming language barriers, cultural

differences, competition and fragmentation of knowledge across disciplines, professions, and localities.

Exploiting creative environments, commercialisation, standardisation and innovations (technological & social)

Governance involves the codification of knowledge and the development of mechanisms to: Improve access/location Promote validation/evaluation Assess implications for action (both present

and future)

KG must be supported by social technologies: situating and interconnecting codified

knowledge situating and interconnecting knowledge

communities enabling better communication and

networking between experts and stakeholders of different types

Identifying the right balance of methods supporting: Knowledge push Knowledge pull

Using a wide range of KG strategies: Balancing

interactivity Responding to ‘hot’

& current topics Promoting ‘gaming’▪ rating▪ scoring▪ user rights▪ badges & titles▪ Etc.

4

Applying a ‘worldviews’ approach

www.iknowfutures.eu & follow-up proposal summary

Effective use of ‘worldviews’ approach requires interactive/participatory settings capable of: Identifying key features of different

worldviews▪ using deskwork ▪ using workshops by proponents, or▪ using experts familiar with the worldviews▪ enabling direct comparison around

specific points Identifying key limitations in their abilities

to grasp major problems and solutions Identifying key points of potential

agreements about gaps in knowledge (though not necessarily about how to most effectively resolve these).

Identifying key “boundary objects” for potential agreement about key features of a phenomenon, and alignment in terms of action without necessarily achieving consensus about many other things

A worldviews approach can help to identify: Key features Key limitations Key similarities Key ‘boundary

objects’

Worldviews approach Conservative Reformist Radical Etc.

5

How to support“Grand Challenges”-

relevant research and innovation?

MethodologyToolkit 44

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We also use web 2.0 tools

iCommunity

iLibrary iOracle

iDelphi iBank iScaniNews

iKnow is an Innovation, Foresight and Horizon Scanning System

www.iknowfutures.eu

1

An interactive system to map emerging issues, future 'shakers' (wild cards) and 'shapers' (weak signals) of science, technology and innovation in the world.

“ ”Emerging Issues Platform

http://bank.iknowfutures.eu

The Innovation Systems Companywww.futuresdiamond.com

2

A horizon scanning system on key issues and big picture challenges affecting the future of the health and social care workforce planning in the UK

“ ”Horizon Scanning Platform

http://www.futuresdiamond.net/cfwi

The Innovation Systems Companywww.futuresdiamond.com

Behavioral change? If so, when?Innovation? If so, how?Research? Is so, what?

“ ”What can you do?

Thank you!

Recommended paper on:The innovation effects of environmental policy

instruments — A typical case of the blind men and the

elephant?Kemp, R. and Pontoglio, S. (2011) Ecological Economics, 72, pp. 28–

36

The innovation effects of environmental policy instruments — A typical case of the blind men and the elephant?

(Kemp and Pontoglio, 2011)

“…In the OECD, companies have shifted to cleaner production and consequently end-of-pipe solutions are no longer the most important technology for dealing with environmental issues”

“…the link between regulator and regulated is not unidirectional and that innovation is affected by multiple policies…. (however) It is being observed that eco-innovation suffers from two market failures — the public good nature of knowledge and non-internalisation of externalities”

“… impacts of environmental policy instruments on innovation may depend more on design features than on the type of instrument chosen.”

“…there is not one single best instrument to foster innovative response to environmental regulations. According to the theoretical literature, taxes and emissions trading systems are superior in promoting innovation than regulation. This may be true for low-cost improvement innovations but does not appear to be true for radical innovation. There is more evidence of regulation promoting radical innovation…”

“…environmental policy can have both a positive and a negative influence on the development and adoption of particular environmental innovations.”

OtherReferences

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