System Innovation, Smart Specialisation, Cluster …...economic challenges. Need for a systemic view and approach. Societal challenges require fundamental transitions that encompass

System Innovation, Smart Specialisation, Cluster Policies

Reflections

K. Debackere, December 3rd, 2014

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Reflections: Systems Innovation

Hekkert et al. (2007)

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Innovation Cycle

Resource allocation

Knowledge creation

Entrepreneurship

Market development

Reflections: Systems Innovation

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Why do we need entrepreneurs?

Reflections: Systems Innovation

VIA (2014)

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Beyond TH & QH:

Reflections: Smart Specialization

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Reflections: Smart Specialization

Unique knowledge, innovation and economic capabilities present in a region or nation,

Clustering of activities on the basis of an entrepreneurial discovery process (not just “entrepreneurs”),

Supported by cycles of policy learning in a Triple Helix context and approach.

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Reflections: Smart Specialization • Transition is one pattern of structural changes that a smart specialization strategy is likely to

generate. Transition occurs when a new economic domain emerges from existing industrial commons (a collection of R&D, engineering, and manufacturing capabilities that sustain innovation). E.g. the development and growth of a sustainable chemistry sector out of the present chemical industrial commons.

• Modernization is another pattern. It is manifest when the development of specific applications of a general-purpose technology produces a significant impact on the efficiency and quality of an existing (often traditional) sector. E.g. rejuvenating present, traditional manufacturing operations through the introduction of mechatronic technologies.

• Diversification in a narrow sense is a third pattern. In such cases the discovery concerns potential synergies (economies of scope, spillovers) that are likely to materialize between an existing activity and a new one. E.g. diversification of traditional textile activities into a high value-added technical textiles industry.

• A fourth strategic pattern involves the radical foundation of an economic activity domain. In this case, the discovery is that R&D and innovation in a certain field has the potential to make some activities progressive and attractive that had not been previously. E.g. nanotechnologies for health via medical technology applications.

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Reflections: Clusters in support of Systems Innovation

Clusters as vehicle to support new industry & innovation policy in major societal transitions.

Industry & innovation & transition policy to be linked to grand societal = economic challenges. Need for a systemic view and approach.

Societal challenges require fundamental transitions that encompass both economic threats and opportunities.

Examples: ageing populations, affordable healthcare, materials & waste & recycling, energy, …

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Clusters

Diverse, heterogeneous, cross-sectoral, multi-institutional.

Presence of QH actors + access to funding instruments.

From value chain to value network or value web.

Number of participants can vary, not a determining factor & can be limited.

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Clusters

Need for a cluster accelerator concept. {Lichte structuren / SIP} as starting point? AOI opportunity.

Cluster accelerator (CA)s as generators of dedicated multi-actor clusterconsortia.

Governement & CA: “clusterpact”.

Clusterpact: goals & KPI’s & (co-)funding & timelines.

Per CA: clusterconsortia based on clustercontracts.

Incentives! Give & take!

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Clusters

Example:

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Clusteraccelerator materials management

(cluster pact)

Clu

ster 3D

m

aterials (clu

stercon

tract)

Link to MFG CA

Link to CHEM CA

TH actors (U,I,Ovam …) Civil society Funding instruments

Clusters

Leverage & intersections & change in configuration of subsidized activities

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Clusters

Need for analytical capacity (SWOT, indicator base, case base etc.) present.

AOI as central government agency; role: defining, evaluating, monitoring, selecting, learning wrt Flemish cluster policy … “guardian” of the CA’s.

Policy monitoring, learning … policy “activism”.

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Clusters: approach Flexibility and inclusion of committed actors: mix of incumbency & novelty.

Commitments and incentives.

Leveraging layered instruments.

Resource base (talent & €).

Governance and organization (CA).

Analytical base (mapping).

Transversality (the need for “90° degree” rotation --- VIA).

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