1. Regions for Economic Change
Innovating through EU Regional Policy Prof. Dr. Peter Heydebreck, Brussels 12./
inno AG
Karlstraße 45b
D Karlsruhe
Fon
Fax

2. Change in philosophy of innovation policy
From securing fair play within the system to coaching the system to become globally competitive.
“Towards an innovation capital of Europe!” East of England RITTS 2006
From subsidising the poor to investing into the high potentials.
“The regional development subsidy is from July 2006 renamed and redefined to regional investment support”
Government bill on regional development, Sweden 2005
From supporting values in their own right (e.g. research) to boosting sustainable economic growth through.
“It is an obligation for universities to produce innovation – i.e. new start-ups and new jobs.” Antonio Martinez PVA-MV AG
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3. Drivers of economic growth
Competitive regional companies: It is the responsibility of innovation support infrastructure to provide the companies with professional services and leading knowledge from within the region and assist the companies in importing such services and knowledge from outside the region.
Sprouts to regional companies: It should be the mandate of the innovation support infrastructure to provide regional organisations with incentives and competence to spin out companies and to support entrepreneurs with need-oriented start-up services and resources.
High potential companies from outside the region: It is the task of the innovation support infrastructure to develop and communicate an attractiveness to investors which secures a steady inflow from companies which do not seek subsidies and tax reductions.
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4. Quality criteria of innovation systems
Vision with key stakeholders dedicated to implement a strategy to reach the vision
Need orientation and professionalism
Critical mass of resources and competences
Dedication to mutual learning
Effective leadership
Transparency and inter-connectivity of the system to system members and non system members
Sustainability
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5. Companies‘ expectations
Companies are mostly satisfied with the competence respectively service provided
Companies complain about services that have not been delivered, because
Companies were not aware that they had a need (wish for pro-active awareness raising activities
Companies were not aware that there was an offer
Companies were not aware how to access the offer (lack of inter-connectivity of the supply system, lack of transparency)
Companies claim to be generally willing to pay, but state
that they would need to be sure of whether the provider delivers value for the money upfront.
that it is difficult to get professional problem-solving competence on short notice.
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6. Innovative companies have higher needs
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7. Share of innovative companies with links
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8. SMEs do hardly pay for external services
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9. Valorisation institutions in Germany
Organization for technology transfer for the Max-Planck-Gesellschaft (vertical approach)
Garching Innovation GmbH
Technologien aus der
Max-Planck-Gesellschaft
Unit in charge of the valorisation of the Fraunhofer-Gesellschaft’s research results for the creation of start-ups
(vertical approach)
Consultancy unit at the service of the Leibniz Institute
Researchers (vertical approach)
Enterprise specialised in the management of IPR in different with a focus on Life Science (horizontal approach)
Private enterprise assigned by many different German universities and research centres for the purpose of their valorisation activities. (horizontal approach)
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10. How to get a good innovation system?
There is no best system to copy and paste.
There are attitudes and processes which support achievement of quality criteria. These include e.g. dedication to mutual learning, benchmarking/-learning, foresight, and profiling.
These attitudes and processes must not be delegated to a selected organisation or special department - they constitute a joint responsibility.
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