Clústers Globales de Innovación

Xavier Ferràs, MBA, PhD. Octubre 2016

A World of Abundance?

In 100 years:

Average human lifespan x2 Average per capita incoming x3 Chilhood mortality /10 Cost of food /10 Cost of electricity /100 Cost of communications /1000 (Moore’s Law) 5

Source: Nature

Technology kills business models

www.acc10.cat

Towards a world of inequality? Competig in complex systems

Accelerated waves of instability (global interconnection) Competing in a VUCA environment.

(Volatility, Uncertainty, Complexity, Ambiguity) DYNAMIC ENVIRONMENTS

“Si el ritmo de cambio de una empresa es inferior al de su entorno, el final de la empresa está a la vista… La única pregunta es cuándo será el final”

Jack Welch CEO, General Electric

¿Qué cambia más rápidamente, vuestra empresa o vuestro entorno?

Doing nothing is doing something… But… WHAT IS INNOVATION? Or, to go to the point… Which is the difference between INNOVATION and IMPROVEMENT? “An innovator is who goes where no other is”

Reinhold Messner

“Every significant innovation incorporates significant risk”

Henry Chesbrough Incremental vs radical innovation POTENCIAL COMPETITIVE ADVANTAGE INVENT THE FUTURE

Business Model Innovation Tech-push, radical Innovation Market-pull, innovation project incremental portfolio innovation

IMPROVE THE PRESENT

RISK (Commercial risk, management risk, technological risk...)

“El problema del emprendedor”

Definir las bases de un business plan: Características del producto Mercado potencial Precio Previsiones de venta Necesidades operativas (proveedores, manufactura, logística…) Necesidades financieras Innovación incremental o disruptiva

POTENCIAL COMPETITIVE ADVANTAGE

Business Model Innovation Tech-push, radical Innovation project innovation portfolio INVENT THE FUTURE Market-pull, incremental RISK (commercial risk, management risk, innovation technological risk...)

COMPETING ON THE CORE/ Improving the present

Incremental vs radical innovation (Ambidexterity: expoting vs exploring)

Non-conventional management Innovative leadership 20% 30% 40%40% Creativity Exploration teams Open Innovation (outsiders) 10% Exponentian thinking New competence building # Ecosistemas de innovación Euskadi Croatia UNENPLOYMENT

Source: Guillermo Dorronsoro. Deusto Business School

Los clusters son una realidad

Boise Wisconsin / Iowa / Illinois Minneapolis Sawmills Agricultural Equipment West Michigan Western Massachusetts Boston Cardio-vascular Farm Machinery Office and Institutional Polymers Mutual Funds Omaha Equipment Furniture Biotechnology Seattle Telemarketing and Services Rochester Aircraft Equipment and Design Software and Hotel Reservations Michigan Imaging Networking Boat and Ship Building Credit Card Processing Equipment Metal Fabrication Warsaw, Indiana Clocks Venture Capital Orthopedic Devices Detroit Auto Equipment Hartford Oregon and Parts Insurance Electrical Measuring Providence Equipment Jewelry Woodworking Equipment Marine Equipment Logging / Lumber Supplies New York City Financial Services Silicon Valley Advertising Microelectronics Publishing Biotechnology Multimedia Venture Capital Pennsylvania / New Jersey Pharmaceuticals Las Vegas Pittsburgh Amusement / Advanced Materials Casinos Energy Small Airlines North Carolina Los Angeles Area Household Furniture Defense Aerospace Synthetic Fibers Entertainment Hosiery Wichita Carlsbad Light Aircraft Cleveland / Louisville Golf Equipment Paints & Coatings Farm Equipment Baton Rouge / Phoenix New Orleans Dalton, Georgia Helicopters Dallas Specialty Foods Carpets Semiconductors Real Estate Southeast Texas / Electronic Testing Labs Development Nashville / Louisville Louisiana Optics Colorado Hospital Management Chemicals South Florida Computer Integrated Systems / Programming Health Technology | | Engineering Services Computers Mining / Oil and Gas Exploration Fuente: Cluster Development Microeconomia de la competitivitat

Source: Conrad Hackett Retailing- Passeig de Gràcia

Gratacós Ana Mora Brunella Montblanc La Peineta Friday’s Proyect Yanko Jofrè Santa Eulàlia Rabat Yves Saint Lauren Globe Carolina Herrera La Mallorquina Kokaï Escada Catimini Vinçon Tous Mango Vasari Podivm Marella UC Benetton Louis Vuitton Bulgari Armand Basi Suárez Boulevard Rosa Sisley Chopard Chanel Lacoste Desigual Pronovias Armani Bagués Tascón Loewe Replay Ermenegildo Zegna Marina Rinaldi Burberry Purificación García Max Mara Pedro del Hierro Cortefiel System Action Punt Roma Tommy Hilfigher Diesel Adolfo Dominguez Marlboro Classics Breil Vogue Caramelo Bally Salvatore Ferragamo Bel Carrera y Carrera Lladró Roca Joiers Miss Sixty Puma Gonzalo Comella Zara Feigar Furest Mango SILICON VALLEY

But Porter relied in the structure of the industry

Los clústers son escuelas de estrategia Resource-based strategy Pivoting on Capacities Incremental vs radical innovation (Ambidexterity: exploting vs exploring) Non-conventional management Innovative leadership 20% 30% 40%40% Creativity Exploration teams Open Innovation (outsiders) 10% Exponentian thinking New competence building # 1 EEUU

“Para competir con los líderes hay que hacer lo que hacen ellos, no lo que dicen que hacen”

Mariana Mazzucato, SPRU (Science Policy Research Unit, Sussex University). NATIONAL INNOVATION SYSTEMS - What do we need?

• Strategy: Long-term vision. Model. Decisions about the tools and the dynamics (not necessarily about the subjects –picknig winners-). Goals (GDP growing, productivity, exports, high-tech weight in the economy…) • Stability. Strategic agreement among the actors (Commerce Chambers, Unions, Industrial Organizations, Universities, Research Centres, Opinion Leaders, Political Partys), who must known share, participate and defense the strategy, independently of the political cycle. • Capabilities (cutting-edge research centres, leading universities,, technologically advanced firms, multinationals, talented entrepreneurs, business angels, venture capital • Pressures to innovate faster, better, cheaper (market, international competition, local rivalry, new regulatory requirements) • Trust & connectedness (relationships in the short distance, confidence, social network) • Incentives. Entrepreneurial administration willing to fund & face risk to assure long-term competitiveness. USA – Lack of Industrial Policy? • DARPA (Defence Advanced Research Projects Agency): 2,9 b$ • National Institutes of Health: 31,3 b$ • National Science Foundation: 7,37 b$ • Advanced Technology Program (manufacturing): 1,8 b$ • Small Business Administration: 2 b$ (efecte multiplicador 1:2) • Compra pública innovadora: 2,5% del pressupost de compra pública USA – Compra pública innovadora

Total budget: 18.000 M US $

Israel – Start-Up Nation

Israeli highlights from IMD World Competitiveness Yearbook include: ranked 1st for total expenditure on R&D ranked 1st for business expenditure on R&D ranked 1st for availability of qualified scientists and engineers ranked 2nd for venture capital availability ranked 2nd for information technology skills ranked 3rd for Quality of Scientific Research Organizations ranked 3rd for Registered Patents Per Capita ranked 3rd for flexibility and availability of the workforce ranked 4th for higher education achievements ranked 6th for overall innovation

The World Economic Forum has designated Israel as one of the leading countries in the world in technological innovation. In the 2010-2011 WEF Global Competitive Index Report, Israel received an overall rank of the 24th most competitive country. Israel – Start-Up Nation

MATIMOP, the executive agency of the Office of the Chief Scientist (OCS), of the Ministry of Industry, Trade and Labor of Israel (MOITAL) is the official National Agency for industrial R&D cooperation in Israel, charged with promoting highly supportive policies to build Israel's industrial infrastructure, and nurturing industrial innovation and entrepreneurship.

Total Budget of OCS-MOITAL for All Support Programs, NIS millions, 2000–2010 Israel – Start-Up Nation # 2 ASIA South Korea • Visión a largo plazo • Construcción del PIB “sistema” desde las capacidades reales (manufactura) • 1b$ invertidos en los 80 para evolucionar hacia la tecnología de semiconductores • Disciplina exportadora 31/10/2016 62 Singapur

63

# 3 Norte de Europa ALE ALE USA USA

FRA FRA

UK UK ITA ITA ESP ESP GRE GRE

Source: Guillermo Dorronsoro ALE

ALE USA

FRA UK ITA ESP GRE

Source: Guillermo Dorronsoro

Finlandia

Germany – High Tech Strategy

• 3% R+D/GDP by 2015 (2’8% now) • 5% increasing in federal innovation budget during last 10 years • 15.000 M€ extra to face crisis in 2009 • Technological roadmaps for SMEs • 800 M€ to early stage start-ups since 2006 • 66 centers

• 22.000 employees

• €1.9b revenues – R&D: 70% • 30% companies • 25% competitive funds • 15% other – other: 30% • State & Lands

• Internationalization Alemanya – Key Enabling Technologies

Light & Surfaces Microelectronics  FEP, Dresden  IOF, Jena  IST, Braunschweig  CNT, Dresden  IPMS, Dresden  ILT, Aachen  IPM, Freiburg  IWS, Dresden  ENAS, Chemnitz  ISIT, Itzehoe Life Sciences  ESK, München  IZM, Berlin  HHI, Berlin  FHR, Wachtberg  IBMT, St. Ingbert  ITEM, Hannover  IAF, Freiburg Guest:  IGB, Stuttgart  IVV, Freising  IIS, Erlangen  Fokus, Berlin  IME, Schmallenberg,  IZI, Leipzig  IISB, Erlangen  IDMT, Ilmenau Aachen  EMB, Lübeck  IMS, Duisburg  IZFP, Saarbrücken ICT Group Materials and Components -  FIRST, Berlin  ITWM, Kaiserslautern MATERIALS  FIT, St. Augustin  MEVIS, Bremen  FOKUS, Berlin  SCAI, St. Augustin  EMI, Freiburg  ISI, Karlsruhe  IAIS, St. Augustin  SIT, Darmstadt  IAP, Potsdam  IWM, Freiburg  IAO, Stuttgart  FKIE, Wachtberg  IBP, Stuttgart  IZFP, Saarbrücken  IDMT, Ilmenau Guest:  ICT, Pfinztal  LBF, Darmstadt  IESE, Kaiserslautern  ESK, München  IFAM, Bremen  WKI, Braunschweig  IGD, Darmstadt  HHI, Berlin  IKTS, Dresden Guest:  IOSB, Karlsruhe  IIS, Erlangen  ISC, Würzburg  ITWM, Kaiserslautern  ISST, Berlin  ISE, Freiburg  IGB, Stuttgart Defense and Security Production  EMI, Freiburg  INT, Euskirchen  IOSB, Karlsruhe  IFF, Magdeburg  IPT, Aachen  IAF, Freiburg  FHR, Wachtberg Guest:  IML, Dortmund  IWU, Chemnitz  ICT, Pfinztal  FKIE, Wachtberg  IIS, Erlangen  IPA, Stuttgart  UMSICHT, Oberhausen  HHI, Berlin  IPK, Berlin Alemania vs USA # 4 Sur de Europa Source: Innovation Union Scoreboard, 2013

Sistema o conjunto de agentes?

Source: Innovation Union Scoreboard, 2013

Salida de la crisis (?) Al ritmo actual de I+D/PIB

• Tiempo pera llegar a Israel? 181,6 años • A Corea del Sur? 176,3 años • A Finlandia? 155,3 años • A los objetivos de Europa 2020 (3% R+D/PIB)? 102 años • A Alemania? 97,4 años • A USA? 92,1 años • A China? 48,9 años • A la media de la UE (2% R+D/ 47,9 años PIB)? En investigación e innovación solo queda un camino: Seguir adelante, con más excelencia, más esfuerzo y más compromiso Thanks for your attention! Xavier Ferràs [email protected] @XavierFerras LinkedIn Me!!!!