Innovability of Nations

Innovability - Turning Innovation Policy into Practise -

Gerd Meier zu Köcker

iit – Institute for Innovation and Technology

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The Morocco Case- Dream or Nightmare for Policy Makers -

Governmental task:

Improve national competitiveness in Solar Energy

Funds available: EUR 10 Mio

Measurable impact: 3 – 5 years

3© VDI/VDE-IT 12.04.23

Phases of the innovation process Results

Research

Development

Production

Commercialisation

Mass application

Invention

Prototype

Exploitable product

Market success

Impact on economy

Quelle: FSU Jena, Fritsch, VL Innovationssysteme SS 2009

How Innovation Happened in the Past

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Sources for Innovation – Today -

Source: IBM CEO Study

External Sources Internal Sources

Persons

Relationships

Organisations

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Sources for Innovation – Today -

Source: IBM CEO Study

External Sources Internal Sources

Persons

Relationships

Organisations

Hot spot for innovation

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How Innovability Depends on Organisation Issues

Delmenhorst, 9. Dezember 2010

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Delmenhorst, 9. Dezember 2010Basierend auf dem House of Innovation Konzept von A. T. Kearney

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1

2

3

4

5Innovation strategy

Organisation andculture

Product life cycle Enabling Factors

Innovation results

Organisational Innovability

- A Self-assessment -

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Silent Evolution of New Industries

Source: pwc, 2012

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How Converging Technologies Shaping New Industries

© VDI/VDE-IT 12.04.23

Smart packaging industry

Food

SensorsPackaging

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How Converging Technologies Shape New Industries

© VDI/VDE-IT 12.04.23

Biomarker industry

Biology

Optical Technologies

Health

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Different Disciplines Have to Co-operate for Polymer-Based

Innovations

MaterialScience

Production technologies

Analytics

New generation of polymer-based

PV panels

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Innovations for Emerging Markets (I)

Injection pumps for cars

ChallengeDown-Scaling of existing highly sophisticated injection pumps to enter Indian market

Why?Entering new markets

Discovering new applications

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© VDI/VDE-IT 12.04.23 13

How Policy Makers can Stimulate Innovation

Fiscal and regulatory measures- e. g. feed in law -

Institutional support - Institutions as innovation services providers -

Programmatic support

- Funding innovations -

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Challenges

Innovation Policy Wheel

• Complexity• Technological Convegence• Organisational Convergence• Velocity• Internationalization

• Cut budgets• Decision making processes• Funding tools• Administration• External pressure

Policy

• Expectations• Re-shape of new industries• Societal challenges • Market demands

Society / Markets

Academia

Determinantsof innovability

PersonsOrganisations

Networks

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Analysis:

Level of Scientific Excellence

Innovation Leagues

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Development of new technologies

Coping societal and global

challenges

Analysis I:

Supporting Solutions or Technologies

X

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Analysis: What Determinant(s) Shall be Improved?

30 Determinants of a National Innovation Systems

National Innovation Policy

Regional Innovation Policies

Foresight R&D Agenda

Master Plans

Cluster Policy

Training & Education

Technology Transfer Centres

Technology Parks

Funding Agencies

Clusters

Innovation Service Providers

Business Promotion Agencies

STI Funding Schemes

Fundamental R&D Programmes

Entrepreneurial Support

Applied R&D Programmes

Joint Funding Schemes

Cluster Development Programmes

Universities

Institutions for Fundamental R&D

Incubators Private R&D Institutions

Entrepreneurs

Innovators

SMEs

PolicyLevel

InstitutionalInnovation Support Level

Programmatic Innovation Support Level

Innovation Capacity Level

Large Companies Innovation Friendly

Regulations

Private InvestorsAccompanying Measures to Support STI

Internationalisation Support

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Status of Development of the Institutional Innovation Support

Providers in Zambia

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Status of Development of the Innovation Actors in Zambia

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Status of Development of the Programmatic Innovation

Support in Zambia

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Portofolio of Measures to Improve Innovability in Zambia

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Portofolio of Measures to Improve Innovability in Manaus / Brazil

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Portofolio of Measures to Improve Innovability in Indonesia

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Key programme design figures

Design:

New Role of Academia Due to the New Nature of Innovation

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Setting the Framework Conditions for better Cooperation

between Science and Technology

Collaborative R&D projects

Fixed budget

Fixed budget

Competitive programmes / calls

Collaborative R&D projects

1970 / 1980 Nowadays

… in competitive programme calls for collaborative R&D

Turning major parts of the fixed annual budgets of universities …

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Development of Annual Budget of FhG-IDG

Source: Fraunhofer Institute IGD

Fixed budget

Industry

EU – collaborative projects

Federal level – collaborative projects

Collaborative projects with

industry

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….how to do it ?

… what has to be funded ?

….who has to be funded ?

… which instruments

Design:

Key Outline of Programme Design Features

28Period of time for exploitation / commercialization

lo

w

av

erag

e fu

nd

ing

rat

e

hig

h

1 2 3 4 5 6 7 8 9 10 …… 15 years

Company Specific

Innovation Support

Applied Research

Basic Research

Accompanying

Innovation-related Measures

Design: Funding Schemes for Microsystem Technology in Germany

Mobility & Exchange Programs

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Design:

Linking Programs to Other Innovation Support Schemes

Weak linkages between cluster and other innovation support programs in some European countries

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Implementation:

Examples for Good and Bad Practises on Program Implementation

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Measuring:

Measuring Output, Outcomes and Impact

32Delmenhorst, 9. Dezember 2010

Erfolgsfaktoren bei FuE-Verbundvorhaben

Technische Kompetenz und Know-how des Konsortialführers (58 %)

Integration der Endanwender ins Konsortium (54 %)

Kenntnisse der wesentlichen Industrieprozesse (33 %)

Klarheit der Projektziele (32 %)

Technische Kompetenz des gesamten Konsortiums (27 %)

Quelle: eigene Untersuchungen, basierend auf einer Auswertung

von rund 5.000 Verbundvorhaben


Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten Problemlösung (30 %)

Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)

Zu hohe Einführungs- oder Produktionskosten (19 %)

Falsche Einschätzung der Marktbedürfnisse (12 %)

Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)

Andere Gründe (20 %)

Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben

Versagensgründe bei FuE-Verbundvorhaben


Einfluss der Projektmanagement-

erfahrung vor Projektbeginn



Einflussfaktor: Konsortialstruktur




Einflussfaktor: Verwertungsrisiko bzw. Verwertungskompetenz der Konsortialpartner


Erfolgsfaktoren bei FuE-Verbundvorhaben

Technische Kompetenz und Know-how des Konsortialführers (58 %)

Integration der Endanwender ins Konsortium (54 %)

Kenntnisse der wesentlichen Industrieprozesse (33 %)

Klarheit der Projektziele (32 %)

Technische Kompetenz des gesamten Konsortiums (27 %)

Quelle: eigene Untersuchungen, basierend auf einer Auswertung

von rund 5.000 Verbundvorhaben


Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten Problemlösung (30 %)

Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)

Zu hohe Einführungs- oder Produktionskosten (19 %)

Falsche Einschätzung der Marktbedürfnisse (12 %)

Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)

Andere Gründe (20 %)


Versagensgründe bei FuE-Verbundvorhaben

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Thank you very much for your attentionThank you very much for your attention

Dr. Gerd Meier zu Köcker

Chairman of the Board

Institute for Innovation and Technology

Steinplatz 110623 Berlin

Tel.: +49 (0) 30 310078-118Fax: +49 (0) 30 310078-222E-Mail: [email protected]

www.iit-berlin.de

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The aim of this conference is to convene a commemorative series of activities on the intellectual legacy of Schumpeter with specific reference to developing countries. Specific objectives of the initiative are to:(a)outline the essential features of Schumpeter's ideas of relevance to development policy and practice;(b) explore the role of innovation in polymer research in addressing development challenges such as industry, agriculture, health, water, shelter and environmental management;(c) disseminate the results among development policymakers, scholars, and practitioners; and(d) identify new research directions on innovation and development.

(b)Vortrag Vietnam und Budapest

(c)IBM einleitung(d)ANIS(e)Innovation nicht gleich research !!(f)New nature of innovation(g)Knowlege triangle

41© iit, 12.04.23

Institute for Innovation and Technology

The Institute

Belongs to: VDI/VDE Innovation + Technik GmbH

Established in 1978

200 employees

Active in more than 25 countries world-wide

•Innovation policy advice

•Analyzing framework conditions for innovation

•Funding innovation

•Measuring impact of innovation support

Internet: www.iit-berlin.de

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Selected Success Factors of a Competitive

National Innovation System – Policy Level

National policy makers are committed to long-term public investments in innovation

High demand orientation and tailor-made

National Innovation Strategy focus’ on competitive advantages of a nation (appropriate level of innovation sought)

Implementation of National Innovation Policy with all relevant stake holders

Regulatory and fiscal measures are fully utilised for innovation (CSP innovation boost in Algeria or China through feed-in laws)

Design features of innovation support measures are demand-oriented (smart money, high impact)

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Berlin, January 6th,l 2009

Many different actors of a national innovation system are available know and fulfil their tasks and duties are fully operational (staff, budget, equipment, etc.) operate in an innovation friendly surrounding

Funding agencies are responsible for the design and management

of public funding measures (on behalf of Ministries, low

administration) Close co-operation and communication between industry and

science (e. g. stimulated by public funding)Innovation actors on meso-level are be open for transnational co-operationInnovation friendly surrounding (e. g. Public Understanding of Science)

Selected Success Factors of a Competitive National Innovation System – Meso Level

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Berlin, January 6th,l 2009

Sufficient educational and vocational training system into force

Low barriers towards funding and financing R&D, even for SME

Public innovation actors can operate in a flexible and customer

oriented way

Close co-operation between industry & science (stimulated by public

funding)

Universities, public R&D-institutions and innovation agencies do not

have a fixed budget

Incentives for exploitation and commercialisation of R&D results are given

Selected Success Factors of a Competitive National Innovation System – Micro Level

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Key Expectation from Clients in the Field of

Polymer Injection Molding

0 10 20 30 40 50 60 70 80 90 100

Innovation

Price per kilo

Productivity

Overall costs

Support in material construction

Flexibility of application

De-forming velocity

Percentage

Innovability of Nations

News & Politics

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