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Linking business to Linking business to knowledge: new challengesknowledge: new challenges
Dr Kastytis Gečas,
Lithuanian Innovation Centre
Innovation Policies: why innovationInnovation Policies: why innovation
Jump to a knowledge-driven economy– national consensus
Innovation is essential for business development– a key component in enterprise policy– innovation strategy vs. growth strategy
Towards support for innovation– financial support/grant schemes for SMEs– advisory services and networking
If the GDP volume in Lithuania grows in the current speed, it will overtake the average EU level only by
the year 2040
InnovationInnovation is a is a business processbusiness process connected with exploiting connected with exploiting market market opportunitiesopportunities for new products, services and business processes. for new products, services and business processes.
EC Communication COM(2005) 121 EC Communication COM(2005) 121 finalfinal, 06/04/2005, Proposal , 06/04/2005, Proposal for a DECISION OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL for a DECISION OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL establishing a Competitiveness and Innovation Framework Programme establishing a Competitiveness and Innovation Framework Programme
(2007-2013)(2007-2013)
If science is the transformation ofIf science is the transformation of moneymoney into into knowledgeknowledge,, innovation innovation is is the transformation ofthe transformation of knowledgeknowledge intointo moneymoney
EUREKAEUREKA
Innovation Innovation is related to ais related to a process process connecting connecting knowledgeknowledge and technologyand technology with the exploitation ofwith the exploitation of market opportunitiesmarket opportunities forfor new or improved new or improved products,products, services and business processesservices and business processes compared to those already compared to those already available on the common marketavailable on the common market,, and encompassing a certainand encompassing a certain degree of degree of risk.risk.
Community Framework for State Aid for Research and Development and Innovation, 2006
Structure of Lithuanian industryStructure of Lithuanian industry
Source: Science and technology, Eurostat/ 2005
IInnovative companies and nnovative companies and turnoverturnover (23.4% of total number) (23.4% of total number)
23,4
56,9
18,2
34,5 36,2
47,9
60,6
75,2
0
10
20
30
40
50
60
70
80
In total 10-49 50-249 250+
% of total number ofenterprises
% of total turnover
Source: Innovation Activity Development, Dept. of Statistics of Lithuania, 2006
Source: European Innovation Scoreboard’ 2004
Knowledge-based competitiveness. Two Knowledge-based competitiveness. Two complementary paradigmscomplementary paradigms
To increase (innovation) supply = Technology push – Links between science and industry: bridging– Exploitation of research results, (technology)
absorptive capacity,
– Technological innovation (and may be non-technological innovation)
– Technology transfer = exploitation of research results
– Support services = research - exploitation-oriented (industry liaison, technology transfer, technology information, etc.)
– Science and technology parks, spin-offs– Risk capital
– Global competitiveness– Prioritty-based policies = high-tech business
development (e.g. bio, IT, etc.)– Financial support to pioritised sectors
– Linear model (creation, tranfer support, companies)
To increaase innovation demand = Market pull– Company as a focal point: higher added value by
innovation– Innovation diffusion, exploitation of knowledge,
innovation capacity, innovation culture
– Non-technological innovation (and may be technological innovation)
– Technology transfer = technology partnerships
– Support services = specialised infrastructure (to access knowledge, partners, finances, …)
– Clusters, platforms, and other network-type activities, transnational networks
– Public and private consultancy services
– “Innovation everywhere” as a means for competitiveness
– Financial support as (innovation) risk decreasing tool (industrial R&D, innovation, networking, …)
– Non-linerar, multifacet model (partnerships, diffusion, innovation transfer, innovation management and content, etc.)
RR&&D-based D-based innovation innovation vs. vs. iinnovation diffusionnnovation diffusion
Source: European Innovation Scoreboard’ 2003
VV
IInnovative companies and nnovative companies and turnoverturnover (23.4% of total number) (23.4% of total number)
23,4
56,9
18,2
34,5 36,2
47,9
60,6
75,2
0
10
20
30
40
50
60
70
80
In total 10-49 50-249 250+
% of total number ofenterprises
% of total turnover
Source: Innovation Activity Development, Dept. of Statistics of Lithuania, 2006
Non-technological innovationNon-technological innovation
22,2%
57,7%
11,4% 12,3%
34,1%
5,6%
25,9%
67,8%
13,1%
0%10%
20%
30%
40%
50%
60%
70%
OrganisationalInnovation
MarketingInnovation
Organisational ormarketinginnovation
Total enterprises Innovative enterprises Non-innovative enterprises
Source: Innovation Development, Dept. Statistics Lithuania, 2006
Innovation cooperation Innovation cooperation partnerspartners
42%
32%
21%
18%
14%
11%
9%
0% 10% 20% 30% 40% 50%
Suppliers
Clients
Consultancies, private research
Competitors
Companies in group
Universities
R&D institutes
Source: Innovation Activity Development, Dept. of Statistics of Lithuania, 2006
Innovation SourcesInnovation Sources
Source: Innovation Activity Development, Dept. of Statistics of Lithuania, 2006
12,3
17,3
24,9
28,7
36,5
42,8
63,9
55,0
0 20 40 60 80
Public research institutes
Universities
Technolgy companies
Competitors
Other companies
Consultants
Clients
Suppliers
Corporate innovation Corporate innovation financingfinancing: : soft vs.hardsoft vs.hard
Source: Innovation Activity Development, Dept. of Statistics of Lithuania, 2006
18,1%
2,6%
77,0%
2,3%
Intramural R&DExtramural R&DEquipmentAcquisition of knowledge
InnovationInnovation partnershipspartnerships
Lithuania; 57,1
Europe; 29,4
Other countries;
13,5
Obstacles to innovationObstacles to innovation
0%
5%
10%
15%
20%
25%
30%
Industry Servises In total
Lack of own financialresourcesToo high level of costs
Market is dominated by well-known companiesLack of external financialresourcesLow demand for new products
Lack of qualified personel
Difficulties in finding partners
Lack of market information
Lack of technology information
Source: Innovation Development, Dept. Statistics Lithuania, 2006
Financial risk HR riskMarket risk
Decreasing risks: fostering Decreasing risks: fostering inovainovation in businesstion in business
State policies – favourable conditions– Programme for Innovation in Business (2000, 2003)– National Lisbon Strategy
Public Support (national, EU Structural Funds)Linking business to knowledge
– Specialised infrastructure and services– Domestic and international networking
Innovation support services at Innovation support services at universitiesuniversities
Research as knowledge production– Labs as knowledge centres – intellectual assets– Knowledge transfer centres (industry liaison, technology information and technology
transfer, management techniques, IP management)– Professionalism, competence and skills– Preconditions
Favourable Institutional set-up Intellectual property set-up and proper management Focusing on market (industry and services) demands
Research as service – Contractual R&D: towards instu – Consultancy: technological/non-technological innovation capacity building– Precondition
Institutional set-up Focusing on market needs
Research as networking activity– Acting for ( on behalf of) companies internationally, e.g. FP projects, partnering, etc.– Facilitators?
…
Dr Dr Kastytis GeKastytis Gečas, čas, Director, Lithuanian Innovation Centre,Director, Lithuanian Innovation Centre,
[email protected]@lic.ltwww.lic.ltwww.lic.lt, www.inovacijos.lt, www.inovacijos.lt
……innovation does not waitinnovation does not wait