Fraunhofer Institute Systems and Innovation Research ISI Policymaking for Innovation: the Role of...

FraunhoferInstituteSystems andInnovation Research

ISI

Policymaking for Innovation: the Role of Distributed

Intelligence

Stefan KuhlmannFraunhofer Institute for Systems and Innovation Research (ISI)

Karlsruhe, Germany

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ISI

Overview

Analysing the dynamics of „innovation systems“

From ”mechanistic" to ”reflexive" innovation strategies and policymaking

Arenas for decision-making

Strategic Intelligence (SI) for Innovation Strategy and Policy: tools

General requirements of SI

Application of SI (examples)

Fictions of future use of Distributed Intelligence

SI infrastructures for Distributed Intelligence

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Focus: Dynamics of Innovation Systems

Economic system, globalising,

prod. & services

Political systemand state,europeanising

Education and science system,europeanising

Innovationsystem(hybrid)

Co-evolution

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From "Mechanistic" to ”Reflexive" Innovation Strategies and Policymaking (I)Strategy targets: from competitiveness of single companies,

to linking science & industry, to modernisation of holdings, sectors, regions, and national "innovation systems” (e.g. interdisciplinary

instit.),to “post-national” strategies across levels (in EU),to socio-economic change and sustainable development

Potential impacts/benefits: from r&d results, to innovative products/processes,

to raising awareness of innovation needs,to increasing learning and "absorptive capacities", to individual and institutional change

Policy means: from r&d subsidies to adoption of new technologies, to liaison/brokerage services, to continuing education, to regulatory policies,to multi-purpose, multi-actor initiatives,to “post-nationally” orchestrated multi-level initiatives

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Policy actors: from sectoral policymakers/beneficiaries, to industrial innovation networks (increasingly

international),to multi-sector/multilevel policy networks (stretching fromscience through industry and policymakers to consumer orgs. and NGOs)

Strategic policy development (public and private): from path dependency/

institutional conservatism,to performance measurement (legitimization) to socio-economic assessment of mid-term performance to reflexive policy learning with contesting stakeholders

need for “multi-perspective” learning, foresight and planning: i.e. “Strategic Intelligence (SI)"

From "Mechanistic" to "Reflexive" Innovation Strategies and Policymaking (II)

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Innovation Policy Stakeholders’ Arena

National

research

ministry

National

research

ministry

Othernationalministrie

s

Othernationalministrie

s

Regional

govern-ments

Regional

govern-ments

National

parlia-ment

National

parlia-ment

EUCom-

mission

EUCom-

mission

Multi-nationalcompani

es

Multi-nationalcompani

es

SMEasso-

ciations

SMEasso-

ciations

Industrial

asso-ciations

Industrial

asso-ciations

Uni-versities

Uni-versities

Nationalresearchcenters

Nationalresearchcenters

Research

councils

Research

councils

Contractresearchinstitute

s

Contractresearchinstitute

s

Consumer

groups

Consumer

groups

Environ-ment

groups

Environ-ment

groups

Differing interests, perspectives and values

No dominant player?

Contested policies

Need for consensus?

StrategicIntelligence

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Distributed Arenas and Strategic Intelligence ...

Folie 8Arc

hit

1.p

pt

SI

National innovation policy arena A

SI

National innovation policy arena D

Thematic innovation policy arena C

SI

SI

European innovation policy arena

SI

Regional innovation policy

arena B

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Dynamics of Innovation Systems and Strategic Intelligence

Political systemand state,europeanising

Economic system, globalising,

prod. & services

Education and science system,europeanising

Innovationsystem(hybrid)

Innovationprocesses: micro, meso, macro

Analyses & methods:Evaluation (ex post, monitoring, ex ante)Delphi, scenarios, TAPolicy-analysisInstitutional analysisStatist.-econometrical analysesNetwork analysisSectors,

technologies:retrospectively, prospectively

Indicators:corportate dataSectorial techno-eco- -nomic performanceBibliometricsRegulatory data (e.g. norms, standards)

Actors:CompaniesSciencePolicymakers

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Applying Strategic Intelligence: General Requirements

Create fora for interaction, negotiation and the preparation of decisions

Organize mediation processes and “discourses“ between contesting actors in related policy arena

Realize thereby the multiplicity of actor's values and interests

Include representatives of less organized or weaker societal groups of society (participatory approach)

Inject SI, i.e.policy/strategy evaluation, foresight and TA results, also analyses of changing innovation processes, the dynamics of changing research systems, changing functions of public policies

Facilitate a more “objective” formulation of diverging perceptions by offering appropriate indicators, analyses and information-processing mechanisms

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Emergence of Strategic Intelligence - the Example of Regional Technology Plans

Regional Innovation

Policy Arena

EU Commissioninitiating and supporting ...

Analysis ofindustrial demand

Evaluationof region.initiatives

Use of foresight results

etc ...

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Combining Foresight Results with Evaluation Purposes - Example: System Evaluation of the Fraunhofer Society (FhG)

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1

2

0

5

10

15

20

25

30

35

40

Example: Life Sciences

Competencies of FhG Institutes( 10 researchers p.a. per 1 institute)

Variety of „Delphi Visions“ (Foresight)

Potential Research Market (RETIED Index):

Need for research infrastructure (RE)

Time horizon (TI)

Contribution to economic development (ED)

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SI Infrastructures for Distributed Strategic Intelligence

Create an architecture of “infrastructures” for Distributed intelligence – but not the one monolithic/top-down “system” !

Link – via SI infrastructure – the existing regional, national, sectorial etc SI facilities, horizontally and vertically

Build brokering “nodes” managing and maintaining the infrastructure (e.g. IPTS, ESTO, ...)

Offer a “directory” favouring direct connections between relevant actors

Establish a “enabling structure” allowing free access to all SI exercises undertaken with public support (“register”)

Define clear rules to access the infrastructure

Make the infrastructure robust, able to survive; guarantee adequate resources

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“EU Research Area” requires SI:

• Identification of „centres of excellence“ (indicators? arenas?)

• Benchmarking of national research policies (indicators? arenas?)

• others ...

Distributed Strategic Intelligence: an Architecture

Folie 21Arc

hit

1.p

pt

SI

National innovation policy arena A

SI

National innovation policy arena D

Thematic innovation policy arena C

SI

SI

European innovation policy arena

SI

Regional innovation policy

arena B

Brokeringnode(s)

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Qualityassurance


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Quality Assurance for Distributed Strategic Intelligence

Facilitate repeated and “fresh” exercises and information production (e.g. EV, TF, TA, benchmarking, ...) and renewed combinations of actors and levels

Support strong professional associations

Use informal expert networks (like the “Six Countries Programme”)

Create accreditation mechanisms

Support education and training (e.g. postgraduate interdisciplinary studies)

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U r s a c h e u n d W i r k u n g. - Vor der Wirkung glaubt man an andere Ursachen als nach der Wirkung.Friedrich Nietzsche, Die fröhliche Wissenschaft, Aphorismus 217, 1882

Cause and impact. - Before any impact you believe in other causes than after the impact.

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Text: Kuhlmann, S. / Boekholt, P. / Georghiou, L. / Guy, K. / Héraud, J.-A. / Laredo. Ph. / Lemola, T. / Loveridge, D. / Luukkonen, T. / Polt, W. / Rip, A. / Sanz-Menendez, L. / Smits, R.: Improving Distributed Intelligence in Complex Innovation Systems. Final report of the Advanced Science & Technology Policy Planning Network (ASTPP), a Thematic Network of the European Targeted Socio-Economic Research Programme (TSER), Brussels/Luxembourg 1999 (Office for Official Publications of the European Communities) (download www.isi.fhg.de/dept/ti/)

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