Christian SAUBLENS EURADA’s CEO

1. UNICREDS conferenceNurturing an innovative business culture and reachingisolated groupsČeskéBudějovice, 17th of January 2012 Christian SAUBLENSEURADA’s CEO

2. Universities and regional development • Human resources: • Educating; • Vocational training;  Entrepreneurship: • Promoting entrepreneurship; • Developing new businesses (spin offs);  Leveraging knowledge from: • Marketing project outcomes; • Technology transfers; • Small business consulting;  Managing infrastructure including: • Preincubators; • Incubators; • Science/Technology parks; • Laboratories shared with regional players;  Economic coordination by means of active participation in structures such as: • Clusters; • University/SME interfaces; • Seed capital funds;  Development of public-private partnerships  Talent attraction.

4. The challenge • To achieve partnerships, regions and their universities will have to design and implement increasingly complex and transformational programmes • There will be reach out (i.e. supply side) as well as ‘reach in’ (i.e. demand side) challenges • These effects are compounded in less favoured regions where the innovation gap is bigger, as not only is investment in innovation lower but also the capacity to absorb innovation is lower • Policies that merely promote further investment in supply side interventions in universities do not address the issue of translating research and knowledge into innovation and growth.

5. Processes and practical mechanisms to build capacity and incentives for universities and regions to work together • Understanding where the region is ‘at’ • Building the regional partnership • Designing and implementing interventions • Anticipating changes • Capacity building and leadership development

6. Regionaleconomicdevelopment What is it about? • In short: « 4 Ps » • Place: county, region, city, neighbourhood • People: citizens, entrepreneurs, investors, students, tourists, shoppers, congress attendees, … • Perspectives: quality of life, growth, jobs, revenues, experiences, social inclusion • Productivity: enterprises, innovation, investments, skills, competition. • Market economy and social expectations • A commercialisation ecosystem for new ideas is needed

7. What is driving innovation ? Today, public policies are based on: • Looking backwards • Benchmarking • Applying fashion concepts But how do enterprises innovate? • Creating new ideas • Re-using existing ideas in a new form • Giving old ideas a new life • Absorbing/ imitating innovative ideas • Following new consumers’ demands

8. Assets review • Infrastructure (tangible and intangible) • Human • Financial • Social • R&D • Innovation • Natural and cultural • Sustainable development • Institutional and administrative • Attractiveness

10. Triple to penta-helix model « SiliconValley »-an model European model Universities and research centres Public & private Talent attractiveness Universities and research centres Public SMEs and civil society Private investors START-UP & SPIN-OFF CAPITAL RISQUE B.A. & V.C. LARGE ENTERPRISE PUBLIC GRANTS

11. S³ - Blueprint

12. The knowledge challenge • Creation of new knowledge • Technology • Service innovation and/or non-technological innovation • Commercialisation of new products/services based on new knowledge • Knowledge-based region • technology leaders • start-ups • gazelles • licensing • Others • access to knowledge • absorption of knowledge • diffusion of knowledge

13. Knowledge flows from Region A to Region B

14. Flows of knowledge between higher education institutions and local enterprises or people

15. Knowledge cycle in a region • Relevance of RDTI • Outsourcing • Offshoring • Delocation Depreciation ? • People • Traditions, know-how • Patents • Research • Experimentation • Living labs • Imitation • Adaptation • Partnership • Knowledge transfer • Talent attraction • Knowledge take-up by • enterprises • Foresight • Market intelligence • Stakeholder interaction • Licensing • Innovative products/services • Start-ups • Clusters Source: EURADA

16. Cross-sectorialtechnologyplatforms Source: http://www.bayern-innovativ.de/fields/?Edition=en

17. The enterprise pipeline assessmentmatrix Sector

18. Ideas and innovation Research Development Design Marketing and sales Global supply chain management Customisation Networks Digitalisation CREATIVE WORK Talent Outsourcing Automation ROUTINE WORK Done by machines ROUTINE WORK Done by people

20. Enterprise Competitiveness "Sandwich" Theory Niche iApple BMW Dyson Nespresso Mass Dell Acer Nokia General Motors Low Cost Dacia Easy Jet Ryanair ZTE

21. Regional Competitiveness "Sandwich" Theory Niche Toulouse, Cambridge, London, Milano… Knowledge creators Mass Wallonia Nord-Pas-de-Calais Midlands Low Cost Cantabria, Madeira, Andalusia, … Knowledge absorbers

22. Four avenues of an entrepreneurial discoveryprocess • turning traditional sectors into new competitive areas Nord-Pas-de-Calais(F) in rail transport or Baden-Württemberg (D) from the automotive sector to mobility, or Friesland (NL): salt-resisting crops; • modernising specialisation through new technology [Jyväskylä (FIN) in the paper industry with the integration of ICT, optoelectronics and nanotechnology]; • diversifying, based on existing specialisation [whale tourism in Husavik (IS) from fisheries’ experience; eco-building in Lower Austria (A)]; • radical change [Leuven (B) in microelectronics; Cambridge (UK) in biotechnology or Cantrabria (E) in marine science].

24. A commercialisation ecosystem for new ideas Concept factory • technological and scientific research • innovation in services • transfer of technology • knowledge uptake Incubation • high value-added venues and networks • business angels – seed capital – grants? • mentoring potential entrepreneurs (by serial entrepreneurs) • proof of concept • technological showcasing Development • venture capital – corporate venturing • all-out cooperation • prototyping • first client closure, including through pre-competitive tendering and new PPP formats Growth • internationalisation • profits enabling self-financing of future investment

25. Environment Quality of life stream Market stream Infrastructure Utilities Growth & jobs New & emerging Internationalisation stream global national Joint venture Vocational training local Skills Human capital stream Culture PPP Co-research Education Sales Co-production Outsourcing Public procurement Demography IPO Loans Industrial parks Entrepreneurial stream Guarantees Grants Technology parks Design centres Merger & acquisition Fastgrowing SMEs Repayable advances Proof of concept FDI Technical centres Business Angels Living labs Management advice Venture Capital Training centres Interface universities/enterprises Incubators Co-working space Sidecar Investment Fund Public advisor Spin off Intellectual property rights Seed capital Consultants Clusters Pre-seed capital Pre-competitive tenders Entrepreneurs Funding stream Micro credits Open innovation Self employment Investment readiness RDTI Innovation & knowledge stream Social enterprises University Crowdfunding Coaching

26. Conclusions If some locations are effective in generating knowledge, all locations need to be effective in accessing and absorbing knowledge for the benefit of their key players. That should be done on the basis of their strenghts. • Remote areas have specific challenges: • Critical mass: • Population • Money • Cost per unit • Connectivity: • Physical distance • Knowledge distance • Culture (isolation syndrome)

27. Is there a choice of the strategy’singredients? Florida or not Florida? ? ? ?

28. For more information: Christian SAUBLENS EURADA www.eurada.org – info@eurada.org