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Learning more from evaluationsThe use of thematic approach and impact modelling in
evaluating public support measures
Innovation Policy
Tekes Technology Programmes
Thematic programme evaluation
Conclusions
Jari RomanainenJari RomanainenExecutive Director, StrategyExecutive Director, Strategy
National Technology Agency, FinlandNational Technology Agency, Finland
OutlineOutline
Research and the Knowledge Based Society - Measuring the LinkGalway, 24 May, 2004
Innovation policy governance The role of innovation and innovation policy in other sectors
Increasing number of stakeholders
Regional development, employment, social divide, etc.
Non-technological innovation new business models and value chains
service innovation, social innovation
Renewal of traditional sectors industries
public sector
universities
Maintaining the balance science - industry
economic - social
existing - new
Framework conditions, creating the demand regulatory framework, e.g. IPR, taxation of private VC investments
public procurement, lead markets, etc.
From 2nd to 3rd Generation Innovation Policy
Information and communications technology
Material technologyBiotechnology
Key Areas of Industrial Renewal andWelfare-promotion
Sustainable development
future energy solutions environmental technologies
ecological effectivenessand low-emission processes
life-cycle solutions
Knowledge-intensiveservices
knowledge-intensive business services
product-integrated services new technology-related services
Intelligent products,processes and systems adaptive and intelligent
products, materials and systems navigation and identification
virtual models
Welfare information and communications
technology for health care functional foods
targeted pharmaceuticalsand diagnostics
healthy and safe living environment
DM 1728404-2002 Copyright © Tekes
Business competencein the networked economy
networks with new value cluster cooperation
fast commercialisationof ideas
digital economy
Implementation
Analysingpolicyneeds
Settingpolicyagenda
Impactevaluation
Impactevaluation
Performanceevaluation
Performanceevaluation
PrivateinterestsPrivateinterests
PublicinterestsPublic
interests ResearchResearch
NationalstrategyNationalstrategy
Strategicintelligence
Strategicintelligence
Policyevaluation
Policyevaluation
SectorpoliciesSector
policies
Implementationstrategies
Implementationstrategies
Instrumentset-up
Instrumentset-up
Innovation Policy Cycle
Competitiveness,profitability and
growth
New businesses,start-ups
Impact of Tekes activities
Research institutesand universities
Enterprises
Social and environmental
impacts
Projects and programmesInternational cooperation
Tekesprovides expert services andR&D fundingcoordinates programmes
DM 3218911-2003 Copyright © Tekes
Boosting exports, broadening Finland’s industrial base,generating new jobs and improving wellbeing.
Boosting exports, broadening Finland’s industrial base,generating new jobs and improving wellbeing.
What are Technology Programmes?
extensive programmes initiated by Tekesand consisting of numerous projects
focused on a key technology sectorimplemented in cooperation by companies
and research unitscompanies can participate with their own
projects or by joining commonresearch projects
projects and resultsare partially public
DM 3025603-2003 Copyright © Tekes
Technology programme model
Steeringenterprises
TekesGrants
Company R&D projects
Public research projects
SynergyNetworking
Part financing
Implementation of results of public research is based onexecution and networking in parallel with company projects.
preparationcoordinationdecision
making
DM 3025601-2004 Copyright © Tekes
GrantsLoans
Capital loans
Key figures of technology programmes
23 ongoing programmes from the beginning of 2004 with a total cost of 1.2 billion euros
Each programme typically lasts 3-5 years2,000 company participations annually800 research unit participations annuallyTekes usually finances
60-80% of university projects 25-50% of company projects
DM 3025601-2004 Copyright © Tekes
MARKETS quality
competitiveness price
competitiveness environmental
expertise
F O R E S T I N D U S T R Y
Pulp and paper technology
Wood products industry
Machines, machinery and processes
A11/ 99-08
Securing competitiveness inthe Forest Industry
FORESTRY
CONSTRUCTION AND WOOD TECHNOLOGY modification of wood construction
technology andarchitecture
logistics, assembly
MANUFACTURING TECHNOLOGY forestry machines process and production machinery material technology
BIOTECHNOLOGY enzymes rot prevention gene technology
ENERGY AND ENVIRON-MENTAL TECHNOLOGY biofuels, combustion technology ecobalances closed cycles energy-saving and
emissions
CHEMICAL TECHNOLOGY paper and bleaching chemicals surface treatment
substances pigments, adhesives
INFORMATIONTECHNOLOGY sensors, measuring
and control computational
intelligence,simulation andmachine vision
multimedia and telecommunication tomography
Programme evaluation at Tekes
First generation– Performance evaluation
– Feedback for participants
– Peer reviews
Second generation– Separation of performance and impact evaluation
– Internal performance evaluation supporting monitoring
– External impact evaluation supporting programme design
Third generation– Impact modelling and thematic evaluations
– Supporting renewal of technology programme concept
– Better support for policy design
Knowledge transferawareness, co-operation, mediation
Market conditionscustomers
competitorsvalue-chains
Knowledge baseeducationscience
R&D
Framework conditionsculture, social capital, financial services, innovation services, regulation
skilled labour
knowledgeideas
sophisticated demand
competitionclustering
Learninggovernance, strategic foresight, evaluation, monitoring, assessment
regulation services money
Innovationprocess
innovation capabilities
complementaryknowledge
complementaryresources
Systemic approach to innovation policy
Technologies and innovations that enhance well-fare and sustainability
Impact model of technology programmes
The activities of the programme and the projects creates competitiveness, job, well-fare and environmental impacts
Technologies and innovations that improveproductivity and create new added value
Technology development
Strategicrenewal
Operationalrenewal
New knowledge
Behaviouralchange in
organisations and clusters
Conceptual technology programme evaluations in 2002-2003 (1/2)
Programmes for new business operating models - to develop new business concepts - based on value chain analysis
- 3 programmes from construction and manufacturing- evaluation report 10/2002
Programmes for innovations in changing business regulation
- deregulation (electricity) and increasing regulation (environmental)
- evaluation report 12/02 Industrial cluster programmes
- activating companies to R&D, networking, industrial R&D strategy, strong regional and SME approach- programmes for furniture, stone and computing clusters
- evaluation report 18/2003
- “evolution of sector programmes” – construction cluster report 6/2003
… conceptual evaluations (1/2)
Programmes for innovations and commercialisation- programmes with new product and new business goals- user- and exploitation oriented- programmes for pharmaceuticals, diagnostics, computing etc.
- evaluation in 2003Targeted programmes
- problem-oriented focussed and well planned- “hands-on management” of projects
- programmes for plastics, paper and machinery clusters
- evaluation report 13/2003Programmes looking for technology synergy
- technology and knowledge transfer oriented- cross industrial programmes
- evaluation report 11/2003
Commercialisation
Technology
1980 1990 2000
TechnologyTechnology
Internationalcompetition
Internationalcompetition
Regu-lation
Regu-lation
Commercialisation
Evaluation of programmesduring the transition fromTechnology orientation to
Commercialisation
Thematic evaluation: Programmes targeting behavioural change and clustering
Targeting behavioural change and clusteringrequires a more comprehensive approach
Firm R&D
Firm strategicbehaviour
TechnologyServices
Target
Content
Business models
Now
Previously
Source: Gaia Group
Technology programmes is a concept delivering a tailored mix of value added services – a toolbox
Source: Gaia Group
Internationalisation in technology programmes
Programme proposal preparation:
-Focus,
-Structure,
-Timing
Feasibility check & decision
Expressed or latent need for public action.
Programme launch & Call for projects
Phase I:
Programme promotion, project selection, network building
Phase II:
Joint activities, first results, intensified networking
Phase III
Result collection, dissemination, future orientation
Midterm evaluation
Programme evaluation
Final reporting
DefinitionDefinition ImplementationImplementation Follow-upFollow-up
Programme output, Programme output, impact & triggered impact & triggered changeschanges
Follow-up programmes
Strategic decisionsStrategic decisions
Analysis of Analysis of international international context(?):context(?):- Needs- Needs- Competition- Competition- Partners- Partners- Competence - Competence
Joint launch, Joint launch, international international promotion, open promotion, open call? call?
Finding of foreign Finding of foreign partners / partners / agencies / agencies / programmes? programmes? Foreign Foreign
projects? projects?
International co-International co-operation, market operation, market checking, checking, application application partners? partners?
International International promotion of promotion of results? results?
International business International business promotion, promotion, internationalisation of internationalisation of projects? projects?
Project co-Project co-operation? operation?
Research oriented international activitiesResearch oriented international activitiesCommercially oriented international activitiesCommercially oriented international activities
Source: Advansis
Rationales for internationalisation
Firms
Did not participate/play an important role
Reaching
Intrn leading-edge (upgrading)
Increasing lead in relation to intrn leading-edge
(upgrading)
Exploiting
Finnish competence
Research institutes
Exploiting
Finnish competence
(exchanging knowledge)
International research programmes
Intrn research & activation of business in the sector
Home-base extension(?)
Home-base extension + export orientation
Increasing lead in
relation to intrn leading-
edge (upgrading)
Domestic research (+networking)
Knowledge-flows: Research -> business sector
Domestic R&D – ”No need for others”
Commercialisation of research competence
Reaching
Intrn leading-edge
(upgrading)
Technology transfer(?)
”Lakki kädessä” Knowledge flows: Business sector -> research
Export orientation and activation of supporting research
Did not participate/pl
ay an important
role
No programme Domestic activation of sectors
Domestic R&D, (+networking)
Strong export orientation
Antares?
FFusion2
GPB
Kesto (turb)
KennoPresto
Spin
Kesto (soda)
TeslaNavi
iWell
Source: Advansis
Findings & statements 1(2)
Rationales for internationalisation:
• Key rationales for internationalisation relate to seeking better technological knowledge from lead developers to up-grade Finnish competence and experience on applying & delivering technological knowledge in target markets.
• For most companies, internationalisation aims are naturally linked to business objectives – how to get access to information on the application side of technologies. ‘Internationalisation should not be done just because the programme is building international links. The reasons must be found from each business.’
• Large companies are international, almost by definition. When it comes to promoting international co-operation for commercial aims there is little reason for large companies to join.
Source: Advansis
Findings & statements 2(2)
Impact / added value of technology programmes:
• Programmes can have an important impact on the integration/synergy of the industry. This is important when trying to increase the awareness of Finnish competence abroad – one good reference speaks for the whole sector.
• Being part of a technology programme gives an image abroad that you are among the selected, qualified and backed-up projects. It does improve your credibility.
• International partners often appreciate formal qualifications, along with practical cultural & language skills. It should not be forgotten, that technology programmes are closely linked to graduate schools, which provide young, educated resources to their fields.
Source: Advansis
Benefits of Thematic Evaluations
Provide a much better insight into technology programmes as a concept
Allows stronger conclusions and recommendations
Provides understanding of sector specificity and generality of different impact mechanisms
Create a learning platform for exchanging good practices
Improves the design of new programmes
Conclusions
Innovation policy consists of a mix of schemes targeted at several systemic failures
Evaluation should recognise the role single schemes play in the policy mix targeting these failures
Impact modelling and thematic approach can be useful in better understanding the role different schemes play in policy implementation, impact of mix of schemes and identifying good practices across schemes
Impact modelling and thematic approach require combination of evaluation methodologies and demand methodological development
Evaluation should be recognised as a continuous learning process
Measuring the link
Requires in-depth understanding of the various interconnected mechanisms through which the impact of research and innovation policy are eventually realised
Real understanding of the various impact mechanisms– Focus on systems, processes and policy mix instead of structures,
actors, bilateral interactions and single instruments
– Combinations of methodologies
Focus on systemic failures
Human capital– Focus on SET is not enough!
– Creativeness, innovativeness, multidisciplinary and networking skills, adaptive skill, learning skills
– Life-long learning, links between education and research, social innovation
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