Proposed approach for Smart Specialisation case studies

1. Proposed approach for Smart Specialisationcase studies Dr Patries Boekholt Managing Director Technopolis Group On behalf of the Flemish team

2. This presentation • Quick overview of some key assumptions and concepts • Suggested pillars of the case studies • Some points for discussion

3. Purpose of case studies • Mutual learning on interactive strategy development / making choices in concrete regional clusters • Learning at the case level • -> E.g. stakeholder involvement, strategic decision making, using strategic intelligence, interacting with policy at various levels, establishing international (cross-border) linkages • Policy learning at multiple governance levels (local, regional, national, international) • -> When, what and how to support in the process of entrepreneurial discovery of a cluster eco-system in transition

4. Likely ‘traps’ that we could fall in… • A static mapping of clusters/ecosystems, actors and their linkages • We need a dynamic approach and register ongoing learning processes in eco-systems and in the multi-layered governance • We fall for wonderful ambitions and big science but forget about the regional growth aspects

5. Smart specialisation becoming a ‘garbage can’ concept Identification processes for emerging areas Differentiation strategies Clusters / ecosystems / value chains General Purpose Technologies innovation / cluster / industrial / cohesion policy Multi-layered governance Entrepreneurial discovery Regional Connectivity Cross-border collaboration

6. New ‘smart’ domains New ‘smart’ domains New ‘smart’ domains’ Identification processes for emerging areas Strategic intelligence Strategic management tools Modernisation Diversification Multi-layered governance Global connectivity Cross-border linkages International govt. authorities Cluster platforms Clusterplatforms Cluster platforms National govt. authorities Regional Connectivity Cross-sector fertilisation Global & local value chains Innovation System Regional govt. authorities PPPs Differentiation strategies Strategic intelligence Strategic management tools Companies Research organisations Discovery Spin-offs General Purpose Technologies Entrepreneurship

7. Features of the case studies • Dynamic element in the description of past and intended future and the adaptability • Lead players and their interactions: who are the driving forces behind the intended transition? • Connectivity within the innovation system, cross-sectoral and cross-border • Differentiation (or transformation) process • “Action based’ research looking at living entities • Using tools to make this a smart process not simply a ‘me too’ process

8. A baseline snapshot to compare at later stage? • Quick SWOT analysis on four pillars: • The current ‘anchors’ of the domain/cluster • The connectivity of the domain /cluster • The processes of ‘entrepreneurial discovery’ in place • The multi-layered governance and learning capacity of public policy conducive to the smart specialisation processes

9. Main building blocks of the case study report (1) • Introduction, scope of cluster • Key features of the cluster • History, assets, key actors, strategic developments in the past, role of policies and governance • Future developments: grasping the opportunities for S3 • Ambitions strategic plans, catalysts: or what drives this cluster forward? • Strategic intelligence tools applied • Fit with multi-layered policies • International and cross-border opportunities • Stakeholder and policy dialogues • Bottlenecks and threats

10. Main building blocks of the case study report (2) • Conclusions and policy lessons • Defining the decisive drivers for the transition process • Processes, tools and mechanisms that have underpinned the transition • The role of (RTDI) policy in a multi-level governance context

11. Policy Lessons from the synthesis of cases • Need typologies of cases (e.g. modernisation cases versus newly emerging domain cases) • Effectiveness of policy instruments (policy mixes) and strategic intelligence tools • also using experience from other sources such as RIM • new roles for policy makers -> new type of instruments • linking clusters across borders • limitations of the approach • Lessons for the prioritisation process (top-down <-> bottom up, interactions / synergy different governance layers) • Guidance on monitoring and evaluating SmSp processes

12. Some points for discussion • For which audience(s) do we write the case study reports? • How do we integrate the ‘horizontal’ case studies that do not start from a concrete cluster? • ‘Volunteers’ for the synthetic analysis of all case studies needed -> how shall we organise / fund this? • How do we organise cross-case feedback and alignment between now and June?

13. Thank you geert.vanderveen@technopolis-group.com patries.boekholt@technopolis-group.com jon.vantil@technopolis-group.com jacek.walendowski@technopolis-group.com technopolis |group| has offices in Amsterdam, Ankara, Brighton, Brussels, Frankfurt/Main, Paris, Stockholm, Tallinn and Vienna