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VINNOVA develops Sweden’s innovation capacity for sustainable growth
2012-04-05
2012-04-05
Swedish research and innovation in figures
Innovation Union Scoreboard 20104
Global Competitiveness Index 2010/20114
1. Switzerland 1. Switzerland
2. Sweden 2. Sweden
3. Denmark 3. Singapore
4. Finland 4. USA
5. Germany 5. Germany
6. United Kingdom 6. Japan
7. Belgium 7. Finland
8. Austria 8. Netherlands
9. Netherlands 9. Danmark
10. Ireland 10. Canada
3.6% of GDP equivalent to annual R&D investment in Sweden
Sources: 1SCB (forecast for 2009) 2VINNOVA 2010 3SCB (forecast for 2009) 4Innovation Union Scoreboard 2010, The Global Competitiveness Report 2010-2011
Equivalent to 3.6% of Sweden’s GDP for 2009 invested in R&D.3
GDP
(billion SEK)
112
Total Swedish R&D1
29.5
Total government
R&D2
2.1 VINNOVA’s
grants to R&I
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99% of the worlds research takes place outside Sweden
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No innovation, no long-term competitiveness
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Innovation capacity
Infrastructure for innovation
Policy development
Outside analysis
Catalytic meeting places
Strategic processes
Global links
Bilateral R&I partnerships
Swedish participation in
EU R&D programme
Verification
R&I projects
Test and demo sites
Coaching
R&I projects for increased
growth
Participation in international partnerships
Investing in R&I Innovation capacity in
SMEs Utilisation
Strong R&I milieus
Incubation
Knowledge triangle
2012-04-05
Grand challenges as drivers for growth
Environment Health
Ageing population Globalization
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A Challenge-Driven Strategy
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Sustainable cities
Competitive production
The sustainable information society
Future Health and Health care
Sustainable Attractive Cities
Competitive Sustainable Production
The Sustainable Information Society
Future Health and Health Care
VINNOVA’s role Connect & Catalyse
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Complementing each other through partnership
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Innovation needs effective innovation systems and entrepreneurship
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VINNVÄXT Regional Growth through Dynamic Innovation Systems
Strategy Support the development of strong
research and innovation environments
Stimulate Triple Helix based regional partnerships to enhance the innovation system in Swedish functional regions to an international level within specific areas of strength
Be a catalyst for coordination of resources
National initiative levering regional innovation processes
Lars-Gunnar Larsson 2012-04-05
FoU- aktiviteter - bygga upp en tydlig gemensam TH strategi/agenda - genomföra forskningsprogram/bygga upp f-centra - mobilisera hela den potentiella forskar/studentbasen - omprioritera forskningsresurserna mot profilområdet - öka professionaliseringen av ansökningskapaciteten - rekrytera ”speciella” forskare - öka attraktiviteten i forskningsmiljön - inför affärsdriven metodik för forskningen - skapa arenor, både sociala och fysiska
Aktiviteter för utveckling, förnyelse effekivisering av företag - finansiering: såddkapital, VC mm - scouting, såväl på högskola som i företag - nyföretagarstöd, inkubering mm -mäklari; teknik o affärer - ordna utbildningar inom entreprenörskap, affärsutveckl Aktiviteter för paketering av resultat för förnyelse - erbjud IPR-kompetens - omvärldsanalys/business intelligence - etablera fysiska arenor; teknikparker mm - uppgradering av produktionsprocessor - testbäddar -främja internationalisering (export??) -
Aktiviteter som stärker FoI-miljön/infrastrukturen/innovasys: Utveckling av styrelsens arbete Utveckling av processledningens roll Utveckling av politikernas roll Utveckling av kommunikationsaktiviteter
Resultat FoU: Tillgång på FoU-baserad kunskap Tillgång till FoU-nätverk
Effektindikatorer: - ökad f-finansiering i HS till profilomr. - ökad mottagarkapacitet i företagen (ökat antal civ ing + disputerade) - ökat deltagande i (inter)nationella FoU-samarbeten - ökat antal FoU-projekt mellan HS o ftg - attraktionsmått på FoU (inflyttning av företag o forskare - sampubliceringsmönster -Mångfaldsmått
Effektmål FoU: Ökad tillgång till FoU-kunskap inom tillväxtom-rådet på två sätt: - förstärkning/profilering av regionens egen FoU-kapacitet - internationell och/eller nationell FoU-kapacitet görs tillgänglig och nyttjad
Resultat kommersialisering: Framtagna produktidéer från Högskola/Näringsliv/Uppfinnare Professionell inkubering, IPR, VC, etc.
Effektindikatorer kommersialisering: -antal nystartade - företag - antal nya arbetstillfällen (bevarande), alternativt endast vissa grupper - nya produkter o processer - licensiering, in och ut - exportökning - förädlingsvärde - nya marknader - nya affärsmodeller/logik
Effektmål kommersialisering Förnyat/uppgraderat näringsliv med ökat förädlingsvärde i FoUbaserade produkter
Resultat FoI-miljön: Beslut om prioriteringar med tillhörande resurser hos aktörerna Förlängd/utökad medverkan isatsningen. Förändrade mönster för samarbeten mellan aktörer (Er)känd (inter)nationell nod inom sitt område
Effektindikatorer FoI-miljön: Attraktivitet för: Människor Företag Pengar
Effektmål FoI-miljön: Stark/Internationellt konkurrenskraftig F&I-miljö
Målet för VINNVÄXT är hållbar tillväxt genom att utveckla internationellt konkurrenskraftiga forsknings- och innovationsmiljöer inom specifika profilområden.
Impact indicator for the R&I milieu Attraction of: •People •Firms •Money
Activities Impact
indicators Expected
impact Results
Impact analysis
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VINNVÄXT
Planning, initiation
& Pilotes
Call for
Planning grants
Call 2003
Call 2004
Call 2005
phase 1
Call phase 2
Phase 3 Decision 080630
2001 2008 Sustainable growth is the main objective. Strong Research & Innovation environments and renewal are in focus. International competetiveness.
Region leadership where industry, research and society/politics have a shared common vision. Region strength and talent (smart specialization).
10 years of support and regulary asessments and reconsiderations of work plans.
Mutual learning based on a trustful dialogue, system perspective, process development and follow-ups.
Growth effects also among other initiatives than the awarded.
Program budget 2011 is appr. EUR 8,5 million, plus regional funding of at least the same size. (plus SF)
(2016)
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VINNVÄXT Characteristics Innovation, renewal, sustainable growth – “earn money rather than save money” 10 years investment VINNOVA 0,5 – 1 million Euro per year and cluster (cash) Regional actors approximately x 3 (cash and in kind) Overall investments in the cluster area x 10 (cash and in kind) 1800 partners enrolled whereof 1700 companies whereof 630 active companies Regional leadership is backbone Regional – National – European – International dimension
2012-04-05
Innovation capacity
Infrastructure for innovation
Policy development
Outside analysis
Catalytic meeting places
Strategic processes
Global links
Bilateral R&I partnerships
Swedish participation in
EU R&D programme
Verification
R&I projects
Test and demo sites
Coaching
R&I projects for increased
growth
Participation in international partnerships
Investing in R&I Innovation capacity in
SMEs Utilisation
Strong R&I milieus
Incubation
Knowledge triangle
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VINNVÄXT initiatives
VINNVÄXT Results Qualitative results and effects Innovation engine Speed up the innovation process Build trustful relations and networks (internal and external) Regional self-confidence Syndicating resources for strategic challenges
Quantitative results (12 cluster initiatives) 2010 Total # new products 55 281 # new services 40 151 # new prototypes 122 302 # new processes 47 150 # scientific publications 222 1250 # start up firms 54 197 # new patents 33 152 # new establishments/ 24 90 expansion investments
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Activities in the learning strategy • Triple helix management course • 2 meetings/year with process managers - thematic focus • Yearly assessments
– annual reports with interviews and dialogue – result & effect indicators
• Evaluation every third year – by International teams – looking at “the system” AND “the content”
• Communication programme • Learning projects in all initiatives & national level • Initiating studies of common interest • Gender issues • Stimulation of internationalisation • Connecting to other VINNOVA programmes Approximately 10% of programme budget used for process support
VINNVÄXT
2012-04-05
Robotdalen – We enable commercial success!
Growth Targets by 2013: ”.. 35 new products, 35 new companies, 50 M€ investments ..”
Robotdalen’s asset base
… 200+ companies!
Japan USA Robotdalen
Robotdalen’s asset base
EU
+
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Robotics for SME’s – Multiple growth opportunities!
Today! 1-2 years 3-5 years
Industrial projects • SME’s over robot threshold • Feasibility studies (students)
• 170+ SMEs: > 50% for robots
New concepts • 5 new concepts • Rapid commercialisation
Strategic research • Robotics for SMEs (= Demo Q3/2009)
200 MSEK investments! Increased productivity and competitiveness in Swedish industry!
To market 2011 through pilot installation at local lead customer!
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Development trends VINNVÄXT
VINNVÄXT
Strategy VINNVÄXT 2012 and forward
Existing investment in 11 VINNVÄXT initiatives Beyond 2013 – 10 years as a VINNVÄXT initiatives New call
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What could be learned ?
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Learning - in short
Change takes time - Step by step Current situation (strength areas) Shared vision and strategic idea for growth Business driven Individuals – champions – story tellers Mobilisation – trust building Monitoring and assessment
Sustainable growth: Long-term economic growth which is also socially and ecologically sustainable Innovation systems: Actors in business, research and politics who generate and use new technology and new knowledge in collaboration, for sustainable growth Triple Helix: Collaboration and coordination between business, research and politicians/society
Three concepts:
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Networks
Specialisation and concentration of companies and competencies
Supporting companies Customers
Formal rules Social capital
Facilitators
Public funding
Risk capital
Physical infra- structure
Technical infrastructure
Knowledge infrastructure
Cluster
Innovation System
Resources
The Concepts
Adapted from Eriksson 2012-04-05
The most important lessons to learn from the
VINNVÄXT-experience
• The existence of a strong regional leadership promoting renewal
• A shared vision (strategic concept) within a specific area of growth
• A functional definition of the region
• The development of robust research and innovation environments
• The development of strategies and resources for learning
• Knowledge and insight into business and development logic within
the specific area of growth
• Strong commitment on the part of the companies
• The importance of a long term approach 2012-04-05
© Lars Christensen AB
Social capital
Social entrepreneurs
Local suppliers
Development organization
Specialized infrastructure
Specialized work force and
technology competence
Local competition
The growth potential
Crisis
Critical success factors – sustainable growth in regional innovation systems and clusters
Demanding customers in the region
3
2
1
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Competence diversity
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Reserve slides
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International evaluation VINNVÄXT
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Communication VINNVÄXT
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Monitoring VINNVÄXT
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Gender VINNVÄXT
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Additional studies VINNVÄXT
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Some external studies VINNVÄXT
VINNVÄXT page 97-100
Mobile Vikings
Clean Water
Marchain
Active for life
Comfort in Living 2012-04-05
