Transition processes: partners and challengers of the Flemish innovation system

1. Transition processes: partners and challengers of the Flemish innovation system Erik Paredis Centre for Sustainable Development (Ghent University) Thanks to Jan Larosse (EWI) and Walter Tempst (OVAM) Conference “Instruments for a Flemish Sustainable Development Policy” 17 September 2009, Brussels

2. Outline • The problem: positioning transition processes • The challenge: taking ongoing developments one step further • Insights from transition theory • Insights from transition governance • Some remaining challenges and conclusions

3. Part 1. The problemthe position of transition processes in the light of new social challengesanddifferent policy streams

4. Policy Streams Social challenges Education Social policy Care and ageing Work Economic and innovation policy Economic crisis Low Carbon Economy Sustainable Economy Global Green New Deal Flanders: ViA, Pact 2020, breakthroughs, big projects, change in DNA ? Transition management DuWoBo – Plan C Environmental policy, including climate policy Climate change Energy crisis Energy policy Food crisis Agricultural policy

5. Part 2. The challengeSurfing on ongoing developments andtaking them one step further

6. Developments in innovation policy 1st gener 2nd gener 3rd gener 1st gener + 2nd gener + 1st gener + • Linear view • Techn. push • Market failures • Innov. System • Full trajectory • System failures • Mainly discourse: • All domains • Coordination • Social agenda Low Carbon, More Sustainable Economy • Convergence: • Role of policy • Scope of policy • Mainly discourse: • Structural change • System innovation • Interactive • Prevention • Sust. Devel. • Stakeholders • Control effects • Compartments • Regulation + 2nd gener + 1st gener + 1st gener 1st gener 2nd gener 3rd gener Developments in environmental policy

7. Towards a next step • Transition governance is not completely new, but can be framed as part of a next generation of policy instruments: • Previous generations remain relevant • But new contexts and problems demand new insights, approaches and instruments • Transition theory and governance stresses: • The importance of a systems perspective on change • The need for a long-term orientation • The role of learning processes (amongst other things because of uncertainty and complexity) • The role of multiple actors and networks • The “seamless web” of interactions and change between technology, institutions, structures, rules, practices, culture • The interconnectedness of economic, social, institutional, ecological, cultural change

8. Part 3. Insights from transition theory Understanding changeandproviding strategic orientation

9. Heuristics for a complex age (1) • How can transition theory help in making complex change dynamics understandable for policy-makers and providing strategic orientation? • Essential for policy learning: translation from research-driven, academic conceptualisation into heuristics for policy practitioners • The Multi-level Perspective: • structuring change processes: levels, phases, actors, rules, technology, culture, practices • understanding innovation as a journey: uncertain, long-term search process • Strategic orientation: combining disturbing landscape influences, internal regime contradictions, and maturing niches

10. Heuristics (2) • 2. Functions of innovation systems: • inside view of processes at work during innovation: entrepeneurial activities, knowledge development, knowledge diffusion, guidance of the search, market formation, resource mobilisation, creation of legitimacy • Importance of fulfillment of each function • importance of interactions between functions • Systems perspective instead of linear view • Strategic orientation: role of government in specific functions (F4, F5) and in additional policy

11. Heuristics (3) • 3. Social Practices Approach: • transitions are not just about technology, but social practices and routines are co-determining transitions • importance of de-routinization and re-routinization • need for heuristics in daily life • importance of the consumption junction where producers and consumers meet • Strategic orientation: consumption junction, routines

12. Part 4. Insights from transition governance In search of influencing transitions

13. How to make the translation from transition theory to transition governance? • a broader set of instruments is needed than is usual in current innovation and environmental policy: network building, visions, experiments, social learning … • Main operationalisation: • DRIFT-approach to Transition Management • Long-term policy development, in the shadow of and as a complement to regular policy • Focusing on structural change for sustainable development • Instruments: transition vision, arena, paths, experiments • Searching, learning, experimenting with forerunners in regime and niches • New networks build up pressure on the regime

14. Further developing transition governance • Experiences with TM are still limited, in years and in geographical coverage • process results seem to be important: stimulating long-term thinking, building new networks, influencing agenda-setting, broadening knowledge base • actual niche development and structural regime change are difficult • e.g. in the Dutch energy transition, tensions include: • long-term goals and commitment vs. short-term success • regime incumbents vs. focus on frontrunners • nurturing niches vs. control policies • Necessity of more diversification in transition governance • practical governance applications of ‘strategic niche management’ and ‘functions of innovation systems’ • working experiences with visions and scenarios • strategies for social learning • Integration with other policy styles (regulatory, market-oriented)

15. Part 5. Some remaining challengesand conclusions

16. Partial reorientation of the Flemish innovation system? • On a conceptual level • Incorporating a broader societal agenda than just growth and competitiveness, e.g. public health, education, mobility, climate change, sustainable development • Belance between technological, institutional and socio-cultural innovation • From product and process innovation toward innovation of socio-technical systems • With consequences on the level of approaches and instruments • Incorporation of visioning, long-term strategic orientation, based on societal needs • New actor networks and new actors beyond the ‘triple helix’ of government – business – science • New criteria and mechanisms for supporting innovation

17. Concluding remarks Policy Streams Social challenges • Can we make the connection? • Hooking transition theory and governance on to ongoing policy developments • heuristics for policy-makers are available • practical governance approaches are available • challenge of going beyond technology, beyond growth, beyond products/processes Economic and innovation policy Low Carbon, More Sustainable Economy Transition management ‘DuWoBo’ – ‘Plan C’ Environmental policy, including climate policy • HOWEVER • more work needed in translation of heuristics and governance approaches • developing insights in the character and role of necessary science-policy interfaces