Learning and innovation; through plan or market?

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Learning and innovation through plan or market?

• Presentation by Knut Halvorsen
• Manager Oslo Teknopol IKS
• Osloregion as a learning region
• Sentrum Kongress og Scene
• November 22 and 23 th. 2002

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Agenda

• Background for the for RITTS-project
• Main findings
• Vision
• The implementation plan
• What is happening now?
• How should we work in the future?

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Background for RITTS Oslo

• Initiative UiO, The Norwegian Agricultural
  University, Oslo Research Park and Campus Kjeller
  AS, with the City of Oslo and the County of
  Akershus.
• Aim Strengthen the RD based innovation in the
  Osloregionen

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Main findings on innovation

• Norway is among the weakest in the OECD area
• The Oslo region is as the national average -
  should be 30 - 40 over
• The challenges varies from industry to industry
• The Oslo region lacked a vision for its
  innovation and industrial policy

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Vision

• The Oslo region shall in ten years become one of
  the most innovative regions in Europe

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The Implementation Plan

• Centres of excellence within seafood, energy and
  maritime clusters
• Centres of development within strategic support
  services (telecommunications, finance and trade)
• Centres of innovation within ICT, optics,
  medicine og biotechnology
• Centres of venture for commercialisation and
  entrepreneurship in all industries
• Centres of marketing and internationalisation of
  products and services
• In addition special strategies for subregions

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The Learning Region - The Knowledge Region
Oslo RITTS - one year later Innovation through
plan or market?
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The Knowledge Region

• RD is of the highest level internationally
• University of Oslo with 32.000 students, 5.500
  employees, 4 nobel Prize Laurates
• 16 HEI and RD based colleges
• 75 RD institutions
• 55.000 students
• Almost 50 of Norways RD

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Lysaker

• Engineering cluster
• Offshore and related services
• Marketdriven
• Strong side World class offshore engineering
  skills
• Weak sideFaces challanges as less activity will
  take place in the Norwegian petroleum sector

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Skøyen

• ICT cluster
• Market driven Strong side Many innovative SME.
  
• Weak side Is going through decline and
  transformation as the ICT sector is being
  deminished

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Fornebu

• ICT cluster
• Planned
• Facing large challanges as the whole ICT sector
  is going through a strong restructuration.
• Strong side The Telenor HK.
• Weak side Weak market and lacks urban innovative
  mileu

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Gaustabekk dalen

• Medicine, ICT and advanced material clusters
• Planned?
• Strong side One of the hightest RD
  consentrations in Europe.
• Weak side Lack of coordination, unclear property
  rights and strategy for development.

13
Sentrum
Central for all clusters HQs customers, public
institutions, etc. Strong side Close to
everything. Weak side None?
14
Akerselva

• Art, media, graphics and ICT cluster
• Market driven
• Strong side HEI in Architechture, Art, Design
  and ICT, close to TI. Innovative SME sector.
  Close to the hottest urban areas.
• Weak side Lack of coordination and public
  resources.

15
Nydalen

• ICT - and Media cluster
• Market driven
• Strong side National HQ for many multinational
  companies. Accessibillity.
• Weak side Lack of space

16
Grorud dalen

• Logistic cluster
• Market driven
• Strong side Accessibility.
• Weak side Pollution, bad image.

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Kjeller

• Energy, defence and ICT cluster
• Planned
• Strong side High concentration of RD
  institutions, and an innovative SME sector. The
  Knowledge City Lillestrøm
• Weak side Commercialisation has low priority in
  the RD community.

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Gardermoen

• Logistic cluster
• Planned?
• Strong side One of the most punctual, safe and
  modern airports in Europe. Large potentials for
  further growth. Innovation Gardermoen.
• Weak side Weak SME sector (formal knowledge and
  innovation). Lack of coordination between public
  authorities

19
Ås

• Biotech- and Agrienviroment cluster
• Planned
• Strong side High concentration on HEI and RD
  based institutions.
• Weak side Litle presence of SMEs in the area.
  Lack of coordination and integration with the
  local community.

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What is happening now? General national
improvements

• Six centres of Excellence
• Molecular Biology and Neuroscience
• Mathematics for Applications
• Physics of Geological Applications
• Aquaculture Protein Centre
• International Centre for Geohazards
• Centre for Study of Civil War
• New IPR - law
• Argentum (350 mill Euro)
• Tax reduction scheme for innovation projects

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Other regionally financed improvements (under the
Regional Development Programme and others)

• The Entrepreneur School
• KOMP and STEP
• Medcoast
• Gaustadbekk Innovation Plan
• Akerselva Innovation Park
• Study- and career training
• Innovation systems on the web (www.oslo.teknopol.n
  o)
• Connect Eastern Norway
• International marketing (www.oslo.technopole.no)
• Value Added 2010 (?)

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Challenges

• High national income leads to consumer driven
  growth
• Declining flows of both public and private
  venture
• Declining flows of both public and private RD
• Lack of interest for knowledge based innovation
  in the business community

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Conclusions. How should we work in the future?

• Innovation is on the agenda both nationally and
  regionally
• Both direct (project and programmes) and indirect
  activities (general tax and law) have been
  launched.
• Too early to say if innovation has improved
• The Osloregion has chosen a bottom up approach
  both market driven and planned (on local level)
  process.
• In the future necessary to work through
  partnership (RUP) and within a cluster- and
  innovation system perspectives. We need to
  develop a Oslo version of a technopole
  strategy.
• A little more top down would help.