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From STP to Smart Specialization: What Have We Learned and Where Are We Heading Jorge Audy, TECNOPUC Science and Technological Park (PUCRS) Final Keynote Context

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From STP to Smart Specialization: What Have We Learned and Where Are We Heading Jorge Audy, TECNOPUC Science and Technological Park (PUCRS) Final Keynote Context Innovative Place-Based Triple Helix Approaches for Regional Development through Smart Specialisation Strategies 28-29 June, 2019 St Mary’s University, Waldegrave Suite, UK From STP to Smart Specialization: What Have We Learned and Where Are We Heading Jorge Audy, TECNOPUC Science and Technological Park (PUCRS) Final Keynote Context Transition going on… - The future of STP will be the City - From traditional STP to Areas of Innovation Context Science Park is an organisation managed by specialised professionals, whose main aim is to increase the wealth of its community by promoting the culture of innovation and the competitiveness of its associated businesses and knowledge-based institutions. To enable these goals to be met, a Science Park stimulates and manages the flow of knowledge and technology amongst universities, R&D institutions, companies and markets; it facilitates the creation and growth of innovation-based companies through incubation and spin-off processes; and provides other value-added services together with high quality space and facilities. We are talking about specific located projects at Triple Helix Approach Context Areas of Innovation are places designed and curated to attract entrepreneurial-minded people, skilled talent, knowledge-intensive businesses and investments, by developing and combining a set of infrastructural, institutional, scientific, technological, educational and social assets, together with value added services, thus enhancing sustainable economic development and prosperity with and for the community. Context There are many different models of areas of innovation – spanning from the broader city or region model with innovation activities in different locations within the area, to more place-specific projects like innovation districts, knowledge quarters, science parks, innovation hubs and the like. As a common feature they all have a management team tasked to execute a strategy conducive to growing innovation activity in the area. We are talking about cities and regions, at Smart Specialization and Quadruple Helix approach! Context From Triple do Quadruple Helix Innovation Environments involve two dimensions: Areas of Innovation Context (name internationally adopted by the International Association of Science Parks and Areas of Innovation - IASP) and Mechanisms for the Generation of Business. In Brazil, the name Innovation Ecosystem was also adopted as a synonym for Areas of Innovation. Each of these dimensions has different Mechanisms for the Generation of Business that operate with a high degree of interaction. Therefore, Science and Technology Parks are one of the possible types of Areas of Innovation and Incubators and Accelerators are some of the types of Mechanisms for the Generation of Business. Context A new approach Central aspect of AIs is related to the hybrid use of space, often with urban interventions, involving: ENVIRONMENTS to live, have fun and work; 1 COEXISTENCE between business and people; 2 PRACTICE of the cross-fertilization concept; and 3 A DIMENSION of intelligent life in urban areas, with the support of technology and innovation at people’s service. 4 Context PARKS ARE NOT IN THE CITIES ANYMORE, THEY ARE THE CITIES. THE MOST IMPORTANT FACTOR IS NOT WHERE (PHYSICAL SPACE) BUT WHAT WE DO. Case Study Case Study: TECNOPUC STP and Porto Alegre Pact of Innovation - Major STP in Brasil, IASP affiliated - Located in Porto Alegre, deep south of Brasil, border with Uruguay and Argentina - Transition from a STP to AI, from traditional STP to major city and region transformation - University related Science and Technological Park as most of Brazilian STP Business Brasil Incubators 369 business incubators 2310 Tenants 15,477 Jobs Revenue of US$1,4 billion per year 2815 Graduates 37,803 Jobs Revenue of US$15,2 billion per year Science Technology& Brasil In operation Science & in diferent Parks 94 tchnology 28 regions of park projects; the country; In Project and 52 implement ation phase; 939 Companies in 32.237 operation; Jobs created Brasil More incubators and science parks in Brazil Reduced regional development differences Context Case Study: TECNOPUC STP and Porto Alegre Pact of Innovation PUCRS’ Science and Technology Park PUCRS Mission Based on human rights, on the principles of Christianity, and on the tradition of Marist education, the Mission of PUCRS is to produce and disseminate knowledge and promote human and professional development, driven by quality and relevance, with the objective of developing a just and fraternal society. PUCRS Vision By 2022, PUCRS will have become, in accordance with its Mission, an international reference in Higher Education by means of its innovative actions and social, environmental, scientific, cultural and economic development. SuperintendênciaSuperintendency of deInnovation Inovação& & Development Desenvolvimento Strategic Positioning PUCRS Innovation & Development MISSION We want to be an ecosystem of innovation, vector of transformation for the University and our society. VISION In 2033, Tecnopuc will be recognized as a global environment for innovative businesses generating sustainable solutions for the university, society and organizations. TIMELINE STRATEGIC INTENTION Innovative businesses in years STRATEGIC OBJECTIVES To be a reference in the area of academic innovation environments, strengthening the recognition from society. To attract and develop talents. To promote the transfer of knowledge generated in the University. To act in an interdisciplinary way in the search of solutions for the University and society problems and challenges. To add value to University and partners, boosting results. VALUES Audacity Collaboration Creativity Excellence Integrity Synergy SECTORS WE WORK WITH Creative Industry Information and Life Sciences Energy and Environment Communication Tecnology Where we are Porto Alegre Viamão Tecnopuc Health How big are we? 170 organizations 7 mil people | collaborators 27 hectares in 3 sites 90 mil m² built area Cases TECNOPUC Startups Cases TECNOPUC How we operate 1 Light & Fast 2 Innovate & Transform 3 Connected & Global 1 Light & Fast We operate in an agile and light fashion PUCRS Superintendency of Innovation and Development INOVAPUCRS NETWORK AND TECNOPUC are expressions of PUCRS innovation ecosystem INOVAPUCRS Network that brings together the set of actors, actions and mechanisms to foster PUCRS process of innovation and entrepreneurship. It seeks to articulate all the actors involved in the quadruple propeller: university, business, government and society. INOVAPUCRS NETWORK Stimulates the interaction between the university community and companies, transfering the knowledge generated in the University to society. Inovapucrs aims at the promotion of multidisciplinary efforts in the search for solutions to society demands in terms of economic, social, environmental and cultural development. TECNOPUC | NODES Orchestration Advisory Council Responsible for conducting the network in two Collaborators - Society Management Council perspectives: institutional, political and Collaborators - University relationship; executive and operational. It includes the legal and communication offices. Infrastructure Tecnopuc Management Startups Responsible for the management of ecosystem Development of innovative support services, including the monitoring of ventures from the market and PUCRS units and third parties’ contracted academia using the ecosystem services.. network partners. New Business Tecnopuc and Negotiation Crialab Responsible for prospecting, negotiating and Responsible for training, projects commercializing the portfolio of products and and services involving services offered by the ecosystem to society methodologies of creativity, design and to the University. and innovation. Social Project Impact Management Responsible for the development of Responsible for the management of entrepreneurial actions, aiming to new projects and for the analysis of identify opportunities to develop a demands arising from the execution culture of social impact. of contracts as well as from financial operations associated. Board Council Assignments and responsibilities: - Monitor strategic and operational management. - Support the TECNOPUC Orchestration Node in internal and external referrals. Advisory Council Assignments and responsibilities: - Advise on the guidelines and policies of TECNOPUC. - Permanently evaluate the strategic positioning of TECNOPUC. - Evaluate the performance of TECNOPUC based on specific indicators. - Evaluate the Annual Activity Report of TECNOPUC. Orchestration SCOPE Responsible for the orchestration of the network in two perspectives: institutional, political and relational, acting in two levels: executive and operational. It involves communication and legal advisory services. STRATEGY To interact with all network nodes and their interfaces, represent Tecnopuc in local and external instances maintaining consistency, coherence and harmony among its nodes. TECNOPUC Startups SCOPE Responsible for the development of innovative startups coming from the academic and/or market area. STRATEGY To develop of innovative ventures from the market and academia using the ecosystem network partners. Social Impact SCOPE Responsible for the development of the ecosystem actions for social impact, from the development of the concept to the definition of strategies, mechanisms and activities related to this field. STRATEGY To jointly act with the ecosystem, society and the university, aiming to identify opportunities
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