Session: Revitalising Regional Economies through Smart Specialisation and Industry 4.0 09.10.2018/ 09.00-13.00/ Brussels --- Capitalizing on the experience in Research & Innovation Strategies for Smart Specialisation (RIS3) Dr. Anastasiia Konstantynova Steinbeis-Europa-Zentrum/ Steinbeis 2i GmbH Konstantynova@steinbeis-europa.de

Agenda Theoretical grounds RIS3 in implementation Lessons learned/ rcommendations

Agenda Theoretical grounds RIS3 in implementation Lessons learned/ rcommendations

1. Theoretical grounds: smart specialisation Background: Developed by a group of scholars in 2008 (Foray and Van Ark, 2008; Foray, David and Hall, 2009), Made a significant impact on the policy landscape ( S3 Platform, Smart Specialization Strategies became conditionality, diff. international institutions (OECD, the World Bank) are launching activities, studies and policy advice, Spread also beyond the boundaries of EU. Concept: An innovative policy concept which emphasizes a principle of prioritization in a ‘vertical’ logic (to favour some technologies, fields, population of firms) and defines a method to identify these desirable areas for innovation policy intervention. (Forey (2013): Economic principlas of smart specialisation, Ekonomiaz n. 83, cuatrumestre) Economic grounds: Spe cializationallows to build on the scale, scope and spillovers by focusing on the development of distinctive and original areas of specialization. Goals A vertical and non-neutral logic of intervention, An entrepreneurial discovery process where market forces are kept working, An interactive process between policy and the private sector, An activity - as the right level of intervention An experimental nature of policy. (Forey (2013): Economic principlas of smart specialisation, Ekonomiaz n. 83, cuatrumestre)

1. Theoretical grounds: RIS3 policy Main policy RIS3 as a policy: Advocates focusing public investment in research, development and innovation activities on a few, carefully chosen priority domains, where the impact can be greater. Creates space for different policies, especially: innovation, industrial, SME and cluster, to step out of their traditional silos and build synergies between them for a greater impact. Brings openness and transparency to the policy-making process by encouraging based stakeholder dialogue focused on business and policy needs. Improves the institutional capacity for by stimulating inter-ministerial cooperation, exchanges between international and national experts. Intervention areas neither the whole sector nor one single firm, but rather activities - that: a)  show potential - they are new, aim at experimenting and discovering technological and market opportunities and have the potential to provide learning spillovers to others in the economy – and; b)  have scale and agglomeration economies or produce the characteristics of coordination failures. 1) Dilemmas The space The time Evolving priorities and the continuity of policy 2) Challenges: Prioritization of domains Identification of activities (Forey (2013): Economic principlas of smart specialisation, Ekonomiaz n. 83, cuatrumestre)

1. Theoretical grounds: RIS3 process/cycle RIS3 cycle: Design Implementation Monitoring & Evaluation Implementation: Since 2014-2015 territories have already passed to the implementation of their RIS3 strategies. As evidence shows, regions across Europe and beyond have adopted different kinds of participatory models and evidence-based practices to identify potential domains of specialization. The motor of RIS3: Entrepreneurial Discovery Process (EDP) - prioritizing investment based on an inclusive and evidence-based process driven by stakeholders’ engagement and attention to market dynamics. The EDP is the motor of the S3 methodology. (European Commission (2016): Implementing smart specialization strategies. A Handbook) Questions: So what can we learn form the existing experience? Images: Flaticon Basic License: 1&2) By Freepik & 3) By Smartline

Agenda Theoretical grounds RIS3 in implementation Lessons learned/ rcommendations

2. RIS 3 in implementation Good governance Main elements of RIS3 implementation: Project selection in funding programmes Structural and legislative changes Updating of priorities through a continuous EDP External cooperation Audit and State aid Monitoring and evaluation How policy can be harnessed to enable regions to attract new businesses, build local capacities, and mobilise local resources to become more innovative? Through: Following good governance principles, Aligning with RIS3 main principles and goals, Connecting with different projects/ activities that Identify new activities Stimulate new discovery process Engage different stakeholders Good governance Leadership and participation to enable innovation; Cohesion to implement a collective vision; Independence and transparency; Integrated implementation; Embedding smart specialisation in regional policy-making; The importance of multi-level governance; Reflection and learning. (European Commission (2016): Implementing smart specialization strategies. A Handbook)

2. RIS 3 in implementation: Examples KET Cluster SME

2. RIS 3 in implementation (I): KET4CP Funding programme: CSA No 777441 under H2020-INNOSUP-03-07-08-2017 Technology services to accelerate the uptake of advanced manufacturing technologies for clean production by manufacturing SMEs Project runtime and partners: 01/2018 – 01/2021 Partners from 18 different countries 11 premier-class EU-based technology infrastructures in the field of Key Enabling Technologies/ EU-labeled by the EC as KET service providers 8 - EEN organisations situated in countries where relative importance of manufacturing is above 20% and KET access is still difficult Project goal Pan-European access for manufacturing SME on technology services for clean production through a network of premier KET Technology Centres with one-stop-shop access incl. Enterprise Europe Network (EEN) and discourse with policy makers on regional innovation strategy (RIS3) https://www.ket4sme.eu

2. RIS 3 in implementation (II): Clusters Cluster contribution to RIS3, partner region experience (selected) Basque Country: All relevant clusters are participating and/or coordinating the Steering Groups put in place for all RIS3 Priorities. For instance, in the "Basque Industry 4.0 Pilot Group", together with the Basque Government, SPRI, the Basque Innovation Agency INNOBASQUE and MANUFACTURING KIC (Knowledge and Innovation Community) and the Scientific Advisory Committee, four clusters are active members: Advanced Manufacturing Technologies Cluster, Automotive Cluster, Energy luster and ICT Cluster. Each cluster is part of the Steering Committee and of a Thematic Committee and has a concrete responsibility. Northern Ireland The majority of projects funded under Invest NI’s Collaborative Growth Programme, while not directly required to link to RIS3 priorities, tend nonetheless to fall naturally into one of the region’s MATRIX thematic areas, which are in turn aligned to RIS3. Projects are encouraged to identify work streams within their collaborative projects which support export growth; build international networks; identify new markets; drive cultural change in approach to innovation, risk and collaboration; encourage knowledge transfer; and enhance capacity and competency amongst partner organisations. Interreg Europe Clusters3 Project (2017): Leveraging Cluster Policies for Successful Implementation of RIS3, Looking into the context, Regional SWOT Analysis Report, P. 99 (Graph 43) https://www.interregeurope.eu/clusters3/

2. RIS 3 in implementation (III): VANGUARD WHAT - vanguard initiative of political leaders of regions (with strong industrial ambitions and smart specialisation strategies for their structural renewal that commit to the future for industry in Europe supported by smart specialisation, via the development of multi-level European investment and cluster initiatives for emerging and transforming industries in an Industrial Compact for Growth. WHY - need to deliver on jobs and growth and foster global competitiveness by investments in strategic priority domains for Europe’s industrial future (with a focus on new pilot activities). HOW - by sharing information to initiate bottom-up vanguard initiatives, developing common roadmaps and multi-level approaches to stimulate investment and enabling local clusters with global potential to develop into world-class clusters WHEN – initiated to influence the European Council in February 2014 and future investment opportunities in priority areas for the future of industry in Europe. Pilot projects in Bio-Economy – Interregional cooperation on innovative use of non-food Biomass Efficient and Sustainable Manufacturing (ESM) High Performance Production through 3D-Printing Making EU the global leader in components for marine renewables and offshore energy applications New Nano-Enabled Products Pilot Vanguard Initiative (2013): New Growth by Smart Specialisation. Engagement for the future of industry in Europe, Brochure Representative contact in every regions https://www.s3vanguardinitiative.eu

Agenda Theoretical grounds RIS3 in implementation Lessons learned/ rcommendations

3. Lessons learned/ recommendations RIS3 in practice/ Lessons learned: Constant identification/reviewing of new priorities in a vertical logic and keeping market forces working to reveal domains and areas where priorities should be selected. The identification and support of the activities, which lead towards growth of new specialisation strengths, multi-stakeholder engagement, which is central„to keep the role bolling“ and having open-functioning entrepreneural discovery process. Recognition that there are multiple sides/ facades/ stakeholders of RIS3 in implementation, e.g. engagement of: Different stakeholder groups (SMEs, public authorities, clusters, etc.) Various levels of engagement (EU, national, regional, municipal, etc.) Numerous new activities (projects, events, programmes, etc.) Recommendations: Experimentation and exploration Time & patience Following the main RIS3 principles and goals, e.g. multi-stakeholder engagenent, etc. & Keep asking questions… Goals A vertical and non-neutral logic of intervention, An entrepreneurial discovery process where market forces are kept working, An interactive process between policy and the private sector, An activity - as the right level of intervention An experimental nature of policy.

Questions? What is your experience with the implementation of RIS3? Any “(non-) successful” cases? What are the main challenges/ the main bottleneck? Who are the main stakeholders involved? What is their role and influence on RIS3 policy and process? Where next should focus the policy learning?

Questions? --- Thank you!