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Agenda

Agenda. Introduction – Setting the scene (5min) Anne-Marie SASSEN – DG CNECT A2 Evidence based results on synergies between regional/national S3 and DIHs (15 min) Gabriel RISSOLA, Annita KALPAKA – JRC SEVILLE B3 2 . Good practices and DIHs for smarter regions

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Agenda

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  1. Agenda Introduction – Setting the scene (5min) Anne-Marie SASSEN – DG CNECT A2 • Evidence based results on synergies between regional/national S3 and DIHs (15 min) Gabriel RISSOLA, Annita KALPAKA – JRC SEVILLE B3 2. Good practices and DIHs for smarter regions • Regional case studies strengths/challenges for policy makers(10 min) Jens SORVIK – Independent Expert/Regional Developer • Smarter specialisation: the role of DIHs(10 min) Maurits BUTTER – TNO/Project manager DIHNET.EU 3. Future plans for DIHs in the next budgeting period 2021-2027 • DIHs role in Horizon Europe and Digital Europe Programme(10 min) Anne-Marie SASSEN – DG CNECT A2 • Digital transformation and DIHs in the new Cohesion Policy 2021-2027(10 min) Valentina PINNA – DG REGIO G1 • Moderated Q&A session on above topics with participants (25 min) Moderator: Alessandro RAINOLDI – JRC SEVILLE B3 Summarizing and closing (5 min) Alessandro RAINOLDI – JRC SEVILLE B3

  2. Evidence based results on synergies between regional/national S3 and DIHsGabriel RISSOLA & Annita KALPAKAJRC Unit B3 - Territorial DevelopmentS3P

  3. S3: a territorial approach to DIHs The smart specialisationapproachwasintegratedinto the reformedCohesionpolicy (2014-2020) to maximise the positive impact on growth and jobs, helpingregions and MS in: developing a strategicapproachto innovation (ex-ante conditionality) prioritising public R&I investments building on [regional] competitiveadvantages facilitating new marketopportunitiesand the access to new value chains Key figures over the period 2014-2020: EUR 40 billion from ERDF to finance R&I projects + EUR 1.8 billion from ESF over 120 smart specialisation strategies supported by the S3-Platform more than 15 000 enterprises expected to introduce new products into the market 140 000 start-ups to be offered financial support 350 000 new jobs expected to be created Innovation investments across regions Reforms of R&I Systems Less-developed and industrial transition regions Synergies and complementarities between EU policies and instruments Smart SpecialisationstrategiesfacilitateDIHsspecialisationadapted to regional industryneeds

  4. Digitalisation in interregional collaboration

  5. S3P & DIH collaboration in a nutshell 2017 – 2019 • On 2017 JRC B3 S3P and DG CONNECT A2 started collaboration around 4 areas to support DEI strategy and the Digital Innovation Hubs, in particular on the connections between Smart Specialisation processes, regional growth, ICT, Smart Specialisation and Industrial Modernisation. • DIH online Catalogue tool • Case studies – Early lessons from regions • A European Survey on policy makers and DIHs managers • Comparative case study of six (6) DIHs in regions in different socioeconomic context

  6. DIH Catalogue

  7. DIH Catalogue https://s3platform.jrc.ec.europa.eu/digital-innovation-hubs-tool • Pan European repository of over 280 hubs (FO) hosted under the S3P • 293 Fully Operational and 218 In Preparation DIHs (Oct.2019) • Dynamically growing database serving as a 'yellow pages of DIHs' in Europe • Searchable tool through map, key words and categories of data (i.e. country, name, contact data, keywords, evol. stages, tech. competences, services, TRL, markets and more) • Recently redesigned to provide more secure and user friendly environment • Entry point for submitting an application for a DIH

  8. Criteria for fully operational DIHs • Be part of a regional, national or European policy initiative to digitise the industry • Be a non-profit organisation • Have a physical presence in the region and present an updated website clearly explaining the DIHs’ activities and services provided related to the digital transformation of SMEs/Midcaps or industrial sectors currently insufficiently taking up digital technologies • Have at least 3 examples of how the DIH has helped a company with their digital transformation, referring to publicly available information, identifying for each: • Client profile • Client needs • Provided solution to meet the needs

  9. Almost all MS in the EU28 have at least 1 FO DIH • More than 150 NUTS2 regions are represented

  10. 1st Case Studies report (2018) http://s3platform.jrc.ec.europa.eu/-/digital-innovation-hubs-in-smart-specialisation-strategies?inheritRedirect=true 9

  11. Identifying synergies between RIS3 & DIHs Sample of 10 regional DIHs Aspectsexplored • Baden-Wurttemberg (DE) • Wallonia (BE) • Norte (PT) • Lombardy (IT) • Lithuania (LT) • South Moravia (CZ) • Catalonia (ES) • East Sweden (SE) • North-West Romania (RO) • Malopolska (PL) • Andalucia (ES) • Leadership and Governance • Contribution to regional development • Organisational arrangements • Funding schemes • Collaboration patterns

  12. 1st Case Studies report (2018) DIHs are heterogenous • They have different origins and serve different purposes • Acknowledge the differences Need to provide relevant services to SME’s • Main challenge: reaching outside, contact to not-yet-involved SMEs, build trust • Local industry needs-driven, not technology-led • If more horizontal digitising efforts needed, or to develop higher level skills, go for that? One-stop shop, targeted and attractive services Connect to other actors, engage in EU-wide networks Need to develop a proper funding mix Central and Eastern Europe, hubs less developed: call for training and consulting offered

  13. Conclusions • Trust building – adequate support • Adequate service delivery network • Attractive services • Multilevel governance • Financing models • Communication

  14. 1st European DIH Survey (2019)

  15. Survey: main findings • The studied regions share an overall pattern in digital competitiveness and maturity across sectors with emphasis on manufacturing industries and production processes (that may have been influenced by past and present policy). • Larger firms (some of which presumably in the manufacturing industry) are the most digitally competitive while medium sized enterprises (between 50-250 employees) seem to show the greatest potential for digitalisation. • The digital maturity in public sector organisations is lagging behind significantly in most areas, posing an unrealised potential as customer segment but also a sizable (policy) issue. • Part of Digital Europe programme´s advance technologies focus do not match the reported priorities for regional digital competitiveness • HPC, Cybersecurity and Digital Skills are indicated as priorities to a much lesser extent than AI • Recommendation: formulate policy based on the type of problemsbeing addressed with technologies instead of the technologies as such, e.g. by leveraging RIS3 priorities in order to identify tangible problems to address.

  16. Survey: main findings • DIHs typically cover several of its main missions (testing and experimentation, financing, skills, and ecosystem-building). • They also target a wide variety of different sectors, including public sector organisations, in their work. • However, most DIHs act within their usual stakeholder environment and do not seem to have the appropriate capabilities to reach out to a much larger number of (traditional) SMEs or to help them w/access to finance, helping with business plans, etc. • Because testbed processes are complicated, there is a risk that existing testbeds are underutilised or that they only act as showrooms rather than platforms for experimentation.  • In terms of funding and collaborations, DIHs bring together actors and funding from a wider variety of sources, signalling that it is becoming an institution in its own right. • The background role of education, training and skill development raise some concerns in terms of reaching those not engaged yet in policy initiatives stimulating the former.

  17. Survey: main findings DIHs do collaborate with other ecosystem players like regional authorities, universities and clusters, but to a lesser extent with the European Enterprise Network. Still, DIHs fail to perform as proper multi-sided platforms, which undermines their expected brokerage role (maybe this is not so much in their nature).

  18. New S3P - DIH collaboration • 2019-2021 • 2nd phase of collaboration is building upon the tools, experience and results achieved during the 1st phase to deepen the evidence collection and the support provided to regional S3 and DIH stakeholders. Main focus: • DIH Catalogue 2.0 • Practical Guide for Regions on how to setup and/or reinforce a DIH • Guidelines on how to evaluate DIHs • DIH Survey (2nd edition)

  19. Thank you for your attention! Gabriel.RISSOLA@ec.europa.eu Annita.KALPAKA@ec.europa.eu

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