Central Region of Portugal. A Regional Perspective on Innovation Policy in Portugal

Transcription

1 Central Region of Portugal A Regional Perspective on Innovation Policy in Portugal

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3 Specialisation: is a driving force that enables the exploitation of economies of scale and differentiation for the creation of economic value. Smart specialization: is a policy framework combining industrial, innovation as well as educational policies (including their design, implementation, and evaluation) in order to promote new growth opportunities based on innovation and knowledge. The smart specialisation approach thus aims to support innovation-based economic growth strategies at different levels of government and policymaking based on: 1. A more effective spending of public resources, concentrating on certain domains of knowledge or expertise. 2. The creation of synergies between public support mechanisms for R&D and innovation, industrial promotion and training institutions. 3. The elimination of fragmentation and duplication of policy interventions that may result in a waste of public resources. 4. The identification of the strongest or promising domains for entrepreneurship and growth through a careful analysis of the existing capabilities, assets, competences, competitive advantages in a city, region or country. 5. Mechanisms to enable strategic development based on multi-faceted and multigovernance interactions. 6. Mapping and benchmarking of cluster including analyses of the role and influence of key players. 7. Evidence-based monitoring and evaluation systems to select the knowledge domains and innovation projects

4 At a regional level we must have 3 main objectives: 1. Promote the regional economic development through the adoption of new strategies that put focus on innovation, knowledge and regional characteristics; 2. Promote the development of new companies based on knowledge (and not only technology), pushing for a more effective knowledge transfer mechanism between knowledge centres and companies using the figure of consortium R&D&I initiatives. 3. Promote the installation of relevant business initiatives that could constitute the basis of a fast and sustainable development of areas previously identified as strategic to the region.

5 Smart Specialisation It s about thinking. It s about resources and their proper and most efficient use. So, it s about efficiency. It s about people, putting them working together. So, it s about competences (hard and soft), about taking the most out of them. It s, consequently, about networking and synergies. It s about looking around and seek differentiation. So it s about being competitive, or about picking the subjects where we make a difference. And it s really smart to make a difference. It s about activity that generate value: economic and social. So, it s about sustainability. It s about jobs. New jobs. Better jobs. We ll (Europe) be competitive again when we unleash the most neat results from our work. That s what is all about BEING SMART.

6 R&D&I Challenges & Opportunities R&D&I Centres Universities + + Companies + + Reality Changes Advanced structures and services Added value Competitive Advantage Innovative Products Economic Activity Results Investments and economic opportunities Environment that promotes/facilitates innovation Synergies and coordinated activities Interactivity and networking Differentiation Consortium way of working: regional network Integrated policy for innovation

7 Mixed strategy: incubation and attraction Incubation: means putting the effort in the generation of new business ideas based on knowledge generated or aggregated in the region, support them so they can constitute success stories (incubation). But it means also to understand that this type of companies, due to the nature of their promoters, to their connection R&D&I sources, to their lake of experience and to the nature of the market (global and very competitive), need support to grow fast and become stronger companies (acceleration). Attraction: after demonstrating the capacity to generate business opportunities and success companies directly from the knowledge transfer capacity, including new and competitive products in the global market, then the region will be attractive to new investments (including direct foreign investment).

8 Science, technology and knowledge Equipment, resources and spaces Universities and R&D&I Centres Companies Incubators Examples Business spaces Post incubation offer Opportunities Economic Activity Investment atractivity

9 Making networks work... At a city level and region level decision makers must put focus on networking the resources to take full advantage of the synergies. This will generate value and constitute a competitive advantage. The economy needs that to generate jobs. It s in that sense that we should think about the future: the thing that always start today.

10 GROWTH MODEL THE ROLE OF INNOVATIONAND ENTREPRENEURSHIP Basic Conditions Institutions Infrastructures Macroeconomic Stability Judicial System Basic and High-Level Education Existing Companies Social, Cultural and Political Contest Efficiency Conditions High-level education and offer Market efficiency: products Labour market efficiency Financial market sophistication Tecnological capacity Dimension of the market Innovation and Entrepreneurship Budget to promote Entrepreneurship Entrepreneurship programs Entrepreneurship at schools Knowledge transfer Legal and commercial infrastructures New branches Company growth Entrepreneurship Perception of opportunities Perception fo capacities Growth Innovation Social Values Economic Growth Employment Technological Innovation Social Changes Adapted from GEM 2008 Global Entrepreneurship Report

11 Think the region to the eyes and head (way of thinking) of an investor.

12 Creating a Regional Network to support investment Show the added value of region, answering the questions and reducing the context costs; Gather information and make it available in a systematic manner in a way to facilitate the decisions; Comprehensive list the resources so that they can be easily found: investors should be aware about regional potentialities; Focus on the potential partnerships and human resources, and how to access them easily: who is who and how can be reached; Network of business facilitators, per municipality and per subject; Design/explain the regional strategy: we are here now, we want to be there tomorrow. Investors are keen about objectives and they tend to prefer places where things are in place and there s a development plan designed with objectives at medium and long terms. Follow investments and proactively search for further networking and synergies. That s what sustainability is all about.

13 WHY TO INVEST IN THE CENTRAL REGION OF PORTUGAL Institutional Context LEGAL AND MACROECONOMIC, CONTEXT Guidance and Support to Companies NETWORK OF CONTACT POINTS, INCENTIVES AND SUPPORT PROGRAMS Excellence Central region of Portugal. A territory Testimonies... IN EVERY SENSES OPEN TO COMPANIES INNOVATION AS A TRADITION THAT PREPARES PEOPLE WHERE IT S NICE TO LIVE AND WORK THE REGION IN NUMBERS AND MAPS SPACES TO INTALL SMART AND KNOWLEGE COMPANIES SCIENTIFIC AND TECHNOLOGIC SYSTEM HUMAN RESOURCES OF EXCELLENCE QUALITY OF LIFE AND CULTURE