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Case Study Finland, Lahti Region

Case Study Finland, Lahti Region. Raine Hermans, Tekes with Vesa Harmaakorpi and Tuomo Uotila, Lahti School of Innovation, Lappeenranta University of Technology. Smart specialization in Lahti and in general.

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Case Study Finland, Lahti Region

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  1. Case StudyFinland, Lahti Region Raine Hermans, Tekes with Vesa Harmaakorpi and Tuomo Uotila, Lahti School of Innovation, Lappeenranta University of Technology

  2. Smartspecialization in Lahti and in general • Technology and serviceprovider’spoint of view: Technologies and serviceconcepts (incl. design) generatesolutions for the enduser’sfutureneedsin new applicationareas • Enterprise’spoint of view: New technologies and serviceconcepts(incl. design) canbeadopted and utilizedby the companiesin theirconventionalapplicationarea • Opencluster is a practice-basedinnovationplatformfindingmatchbetweentech/serviceproviders and utilizer Smartspecialization is based on activating R&D activitiestowardsfutureorientedleadmarketswhichutilizerelatedvariety of cross-cuttingcompetences, supportingindustry, and testmarkets

  3. Short description of the case (2) Innovation hub for environmental applications – design – practice-based innovations • A working four-way relationship, i.e. close interaction between businesses, universities, the public sector (incl. financiers) and customers • A firm metropolitan connection • What are the key challenges in the cluster/ domain and the region in international perspective for improving the differentiation of the region in growth areas • Low R&D investments in each sector • Few financing channels with a capability/interest in risk-taking • Underdeveloped innovation infrastructure • Creative economy too underdeveloped to match the potential • Little international education and active research cooperation • Linking vocational education to the development of the innovation environment • Main competitive advantages in the domain / region for smart specialisation • Combination of competences available • Wide-ranging environmental expertise; • Metal and mechatronics expertise; • Expertise associated with digital contents and e-learning; • Food industry expertise; • Expertise in industrial design; • Skills in practical innovation activities. • General Purpose Technologies available? • Connectivity: do linkages work well in the region and with global players?

  4. TechnologytransferfromMNEs to SMEs as a source of smartspecialization • 60% of European innovative SMEs would be interested in acquiring or selling a patent or a license to develop their business • 60% of innovative SME attempts to acquire patented technology have failed • SME face particular barriers in engaging in the acquisition of patented technology, including: • Screening costs (locating technology) • Information costs (assessing usefulness) • Negotiating costs (valuation and negotiation) • Bundling costs (dealing with multiple sources of IP) Source: SME survey on patent valorisation carried out by DG Enterprise and Industry (2011)

  5. Cleantech / Environment (”keyorganizationalplayer”: Lahti Science and Business Park) Sustainableinnovation EcoDesign FinnovaatioSampo User-drivenR&D Design ”keyorganizationalplayer”: Institute of Design, Lahti university of Applied Science Practice-basedinnovationactivities and Technology Bank (”keyorganizationalplayer”: LUT Lahti School of Innovation) Focus on OpenCluster Harmaakorpi & Uotila 2011)

  6. ´Differentiation Environment EcoDesign Sustainableinnovation FinnovaatioSampo User-drivenR&D Design Practice-basedinnovationactivities Far-reachingimplications Organizationalinnovation- and performancecapability Damagedsoil and areas Far-reachingimplications Ecodesign Far-reachingimplications Furniture and packagingdesign Internationalproductdevelopment Differentiaton Innovations and productivity in publicsector Differentiation Multiactorinnovationprocessess Materialefficiency Energy efficiency Innovationservices MNE patentsavailable for localSMEs Environmentalefficiency Regionalenvironment Industrial design Regional design Design knowhow Practise-basedinnovationenvironment & technologybank Environmentalknowhow Sustainabledevelopment Harmaakorpi & Uotila 2011)

  7. Technology Bank

  8. Assemblies • Technology is getting more complex • To innovate SME need access to more and more background technology • Can access a group of related technologies through one license • Assemblies by product area or technology area • 1 license to access all – significantly cheaper

  9. Cleantech / Environment (”keyorganizationalplayer”: Lahti Science and Business Park) Sustainableinnovation EcoDesign FinnovaatioSampo User-drivenR&D Design ”keyorganizationalplayer”: Institute of Design, Lahti university of Applied Science Practice-basedinnovationactivities &technoiogybank (”keyorganizationalplayer”: LUT Lahti School of Innovation) Short description of the case • Description of the domain and policy level • The first phase of Smart Specialization consisted of the abandonment of the strategic industry sector emphasis. • The strategic combination of the new innovation philosophy with the top three areas of expertise leading to a novel innovation environment • Key players (+ leading actors) and international position

  10. Ambitions and strategic actions in the case in the coming year • Plans for new strategy development and new internationalisation • Methods and tools foreseen to implement the process of entrepreneurial discovery the innovation policy package that serves • networks, or innosessio, innohaavi, innolinkki, • innoklubi, resource-based future research, • Living Lab and Innosteel, IDEALA etc. • Technology bank providing access to the global value chain • Interaction between government and cluster organisations (regional, national, international) • Regional: Regional government, Lahti city authorities • National stakeholders: OSKE program on enviroinment, Tekes as a national R&D funder • EU’s smart specialization agenda • Cross-border activities and cooperation foreseen

  11. Mode 1 knowledgeproduction-> STI-mode of innovation Context of knowledgeapplication (companies and publicsectororganizations) Policyinstruments and toolsaiming at promotingknowledge transfer and utilization Mode 2 knowledgeproduction-> DUI-mode of innovation Bringing Science TechnologyInnovation STI- and DoingUsingInteractingDUI-modestogether • Finland needssectoralworldlevelknowhowcenters for STI-processes • Finland, as well as Finnishregions, needsalso to improveitsDUI-processes and international technologybanking • in order to betterabsorpthisscientificknowhow to facilitateinnovationprocesses in private and publicsectorcontexts • STI- and DUI-modesarecomplementingeachother, notcompeting Harmaakorpi , Hermans & Uotila 2010)

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