1 ¿Cómo una región atrae, desarrolla, e impulsa la innovación?Daniel Bretones, ESCEM, Francia Carlos Scheel, EGADE, México Octubre
2 ¿Cómo una región atrae, desarrolla, e impulsa la innovación?AGENDA: Qué es un Sistema Regional de Innovación? Se requiere un RIS para promover la innovación? Cómo apoya el estado los procesos de innovación en Europa? Cuál es la situación de los sistemas de innovación en América Latina? Quién es responsable por la difusión de la innovación en los niveles empresariales? Copyrights. C.Scheel 2007
3 “… in the last decades the difference between what a worker of the richer country produced vs. a worker of the poorest country was 5 to 1. Today, in the digital based economy it is 427 times to 1 and in the near future of the genetic revolution, will be 1000 to 1… ” [J. Enriquez] Copyrights. C.Scheel 2007
4 Today the work of each Mexican creates appToday the work of each Mexican creates app. the same value as 40 years ago. (EGAP-ITESM) (in thousands of dollars) 1x $5 $10 $15 $20 $25 $30 $35 $40 $45 $50 1960 1962 1964 1966 1968 1970 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 3x Argentina Gremany Japan Denmark Norway France Spain Portugal Israel Korea Greece Mexico Copyrights. C.Scheel 2007 C.Scheel 2007
5 An Executive Report By GEM 20001. Japan is the lowest among 16 advanced countries. 2. Entrepreneur Activity Level: Investment to start-up businesses is only 1% out of the total population. Female entrepreneurs are only one-fourth. 3. Peculiar National Traits: Cultural climate does not fit to entrepreneurship. Shortage of skill. Mismatch between national policy and needs of entrepreneurs. 4. Major problems: Education is directed to the employees of large companies. 5. Fund acquisition costs are too high. Individual infinite guarantee is required to borrowing. (The number of license applications via TLO in universities is one-fifth of the US. The number of technological transfer from the universities is less than one-tenth.) GEM: Global Entrepreneurship Monitor originated from the business activity and economic growth studies by the researchers from 10 difference countries. Akira Ishikawa, Presentation Greece, 2006 Copyrights. C.Scheel 2007 C.Scheel 2007
6 Comparison of Competitive Power of Japan1 1 IMD Competitive Power Survey, 2003 順 位 30 02 90 93 西暦年 Akira Ishikawa, Presentation Greece, 2006 Copyrights. C.Scheel 2007 C.Scheel 2007
7 Present Status of Ind-Gov-Aca Collaborations in Japan1. Along with the fortification of various acts and plans, the I-G-A collaborations have been remarkably enhanced in the past several years. 2. The number of collaborative researches has reached 4.6 times in the past ten years. 3. The number of venture businesses originated from the universities is 424, many of which was established in the past three years. 4. The number of collaborative research centers reached 62 universities. This means 2.7 times in the past ten years. 5. The number of domestic license applications via TLO is approximately 3000 by the end of 2002. 6. The number of licenses approved and transferred to private firms became approximately 600. Akira Ishikawa, Presentation Greece, 2006 Copyrights. C.Scheel 2007 C.Scheel 2007
8 The Present Status of I-G-A Collaborations (Continued)7. From the collaborative research between an individual professor and single company to that between the university and multiple companies: Single to comprehensive collaborations. (Kyoto University vs. five private firms, including Mitsubishi Chemicals in 2001） 8. Containment Model by the university directed to private firms. (Invitation for participation by private firms from Osaka University Frontier Research Foundation) 9. Venture Creation Assistance System, industry-academy collaborative research via matching funds, arrangement of I-G-A collaborators, and establishment of technological transfer assistance center by the Ministry of Education, Culture, Sports, Science and Technology 10. Examples of venture businesses originated by the universities include AnGes MG that has developed a medicine for gene cure, originated from Osaka University and Trans Genic Inc. that has utilized a transgenic mouse, started from Kumamoto University. They are listed on the stock market. Akira Ishikawa, Presentation Greece, 2006 Copyrights. C.Scheel 2007 C.Scheel 2007
9 The Present Status of I-G-A Collaborations11. Establishment of tax deduction system on collaborative and consignment research between national universities, including institutes, and private firms. 12. Leaving the responsibility to the presidents of national universities on the joint appointment of the officers of the firm which utilizes the results of research and full-time professor 13. Abolishing the upper limit of invention compensation and rising the amount of compensation in general. 14. Self-determination for recruitment and compensation are now possible to be decided by independent national university entities. This has resulted in severer competitions between national and private universities. Akira Ishikawa, Presentation Grece, 2006 Copyrights. C.Scheel 2007 C.Scheel 2007
10 Qué ocurrió en Japón? Se desarrolló una efectiva colaboración entre la universidad, el gobierno y la industria (modelo muy cercano al de los USA) Pero algo ha faltado… Japón todavía no sobresale como país a nivel de innovador.. Copyrights. C.Scheel 2007
11 Situación de la Innovación en ALEl gasto nacional en innovación es bastante bajo: en casi todos los países, la inversión en I+D está por debajo del umbral del 1% del PIB, que la UNESCO consideraba como un mínimo imprescindible hace tres décadas. La innovación industrial es altamente informal; en particular, aún si una proporción importante de las empresas industriales realizan tanto innovación de producto como de proceso, las actividades de I+D no están clara ni formalmente articuladas con la estrategia empresarial, ni con la de industria. Recopilado por Ing. Guillermo Abraham Copyrights. C.Scheel 2007
12 Situación de la Innovación en ALLas firmas innovadoras tienen comparativamente un alto número de técnicos calificados; su cantidad y sus retribuciones son, junto al tamaño, los únicos indicadores correlacionados con el nivel de innovación que las encuestas destacan. Las ideas para la innovación así como la implementación de innovaciones son consideradas por las empresas básicamente como un asunto interno. La falta de personal calificado en empresas pequeñas y medianas no se ve compensada con apoyos externos. Ciertos estudios sugieren que, en ese conjunto, las empresas que establecen relaciones con universidades e institutos de investigación y asesoramiento tecnológico son las que cuentan con personal altamente calificado y vinculado con sus colegas en la academia. Recopilado por Ing. Guillermo Abraham Copyrights. C.Scheel 2007
13 Situación de la Innovación en AL6. Respecto a la relación externa de las empresas en materia de innovación, las organizaciones menos importantes son las universidades y los centros de investigación, que forman parte de instituciones nacionales, mientras que frecuentemente la innovación en las empresas nacionales se basa en vínculos con empresas extranjeras. 7. Si incluimos la adquisición a otras empresas de bienes de capital para la innovación como una "relación externa", ésta resulta ser la más fuerte para todos los países. Esto es también válido en relación al futuro: aumentar la inversión en maquinaria y equipo fue por lejos la respuesta más frecuente a la pregunta acerca de planes futuros para la innovación. En todos los casos, la maquinaria y el equipo para la innovación eran mayoritariamente extranjeros. Recopilado por Ing. Guillermo Abraham Copyrights. C.Scheel 2007
14 Situación de Innovación en ALCopyrights. C.Scheel 2007
15 Situación de la Innovación en ALCopyrights. C.Scheel 2007
16 Situación de la Innovación en ALCopyrights. C.Scheel 2007
17 Ciclo de Innovación Copyrights. C.Scheel 2007Council on Competitiveness: Impulsando la innovación transfronteriza: La iniciativa de las ciencias de la vida en México Informe Fase I Diciembre de 2005
18 Regional Innovation SystemsA network of organizations within an economic system that is directly involved in the creation, diffusion and use of scientific and technological knowledge, as well as the organizations responsible for the coordination and support of these processes [Dantas]. Copyrights. C.Scheel 2007
19 [Adapted from IC2 Institute]RIS Components VaT DoT TiT TrT Innovation Industry and Capital Systems Intelligence R&D results patents, etc. Best practices & trends Business opportunities Industry determinants of W.C. Successful Policy Instruments Prospective: -Technological -Industrial Monitor and Vigilance of BPs Higher Education Centers Benchmarking Mecanisms R, I&D centers /universities DSS models Gaps Quality of Linkages New Venture Capital Tools Governance of Innovation Management of Innovation Network Support ABIIGS Firms ICT Infraestructure & Service Federation Chamber Knowledge Diffusion Techniques Transfer Policies & Processes Intensive Services Generation Acquisition Absorcion Industrial Regional Atracttiveness Industrial Productiveness Entrepreneurial Competitivenss Process Innovation Effectiveness RT: Research Tank TiT: Think Tank VaT: Value DoT: Do TrT: Transfer RIS Basic Elements [Adapted from IC2 Institute] Copyrights. C.Scheel 2007
20 But how to articulate the parts?A catalyzer: the core of the RIS is an Innovation and Knowledge Cluster A framework capable of “grouping” all potentially competitive organizations of a region into a systemic enabler and coordinator cluster of Knowledge and Technological Innovation Systems (KTIS´s), capable to articulate the linking, leverage, learning, alignment and leadership mechanisms of the participants, toward world class performing. Copyrights. C.Scheel 2007
21 ... CAPABLE TO PRODUCE: The conditions required for a region to support the effective transformation, transferring and leverage of innovative ideas and prototypes up to generating successful business and/or social welfare. The empowerment of firms, institutions, and social enterprises to achieve global performances and their inclusion into world class value systems; The sufficient attractiveness for the regions to acquire substantial visibility, resources and sustainability (including, transparency and continuity of political terms ) into world leagues. Copyrights. C.Scheel 2007 C.Scheel 2007
22 Road Map for EVA creation and prosperity:RIS Road Map for EVA creation and prosperity: Transformation of ideas and opportunities into VALUE Mobilization of value, knowledge Generation of capital systems Flow of: Ideas Business opportunities Innovation impacts Cluster of RIS - Distribution of wealth, Equality of conditions, Quality environment, Social welfare ABIIGS Economic engines: R: region I: industry E: enterprise P:processes Socio-Political Network Knowledge-Industrial Ecosystem Systems Dynamics Processes Innovation Creation of a socio-industrial Ecosystem: Natural and homogenous economic zone in terms of development criteria. REVA = Atractiveness IEVA = Competitiveness EEVA = Productivity Process = Effectiveness, differentiation value added Social connectiveness Copyrights. C.Scheel 2007
23 RIS Poles of Innovation: Model of Regional Wealth Creation A B I G SIndustry Thrust Drivers (ABIIGS) A B I G S Public Institutions Value System Social Capital Value Added cycle Economic Added Knowledge Relational SYSTEM OF CAPITALS VNI of PEIRs Attractive Regions RIS Valuable (added and diferential) competitive Industries Productive Enterprises Innovation Processes ©Scheel Copyrights. C.Scheel 2007 Poles of Innovation: Model of Regional Wealth Creation
24 REGIONAL COMPETITIVENESSPRODUCER-PRODUCT REGIONAL COMPETITIVENESS Copyrights. C.Scheel 2007 C.Scheel 2007
25 GRACIAS POR SU ATENCIÓNCarlos Scheel, PhD Professor, Graduate School of Business (EGADE) Monterrey Institute of Technology. Monterrey, MEXICO. Copyrights. C.Scheel 2007 C.Scheel 2007