apresentação de jean guinet no 3º congresso de inovação

8/14/2019 Apresentao de Jean Guinet no 3 Congresso de Inovao

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PROMOTING STRONGER, CLEANER AND FAIRERECONOMIC DEVELOPMENT

THE OECD INNOVATION STRATEGY

Jean Guinet

Head, Country Review Unit

OECD Directorate for Science, Technology and Industry

3rd Brazilian Innovation Congress, So Paulo, 19 August 2009
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OUTLINE

Preamble: a few words about the OECD

The Innovation imperative

Changing drivers of innovation

Implications for public policies

Concluding remarks: Innovation in the Crisis
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OECD an unique inter-governmental organisation

with limited membership but global reach

30 members, including all leading market economies from Europe,America and Asia, but

No longer a rich-mens club

Successive enlargement rounds have increased the weight ofcatching-up economies among membership (e.g. Turkey, Mexico,

Korea), including current accession process (e.g. Chile, Russia)

Enhanced engagement strategy with Brazil, China, India, Indonesiaand South Africa

Strategic partnerships with major regions (MENA, ASEAN)

Formal relationships with 70 non-member countries

Increased co-operation with other international organisations (e.g.World Bank, UNESCO, UNCTAD, Inter-American Development Bank)
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OECD - a knowledge pool and hubfor policy dialogue and analysis

It helps governments to design and implement efficient policies, byproviding:

A platform for the identification and learning of best policy practices

Fact based analysis and international benchmarking indicators

Country-specific evaluation of public policies

Support for better policies through peer reviews, recommendations,guidelines and other soft regulations

It has a multidisciplinary approach across wide ranging policy domains

(macro-economy, S&T, education, environment, tax, investment,development aid, energy, regional development, etc.)

It serves governments but engages all other main stakeholders,

business, civil society, and NGOs

BIAC, in which CNI is member, is the main interface with business


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The Innovation Imperative


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Our growth path before the crisis was not sustainable,

economically, environmentally, socially and therefore politically:

Stronger productivity growth is needed to enhance efficiency andsecure good prospects for long term socio-economic developmentworldwide

Pressing need to address global problems, e.g. climate change, foodsecurity, health, energy

Resist the trend towards increasing inequalities in the socialdistribution of the costs/benefits of economic development

The OECD Innovation Strategy: a collective policy response

Ministerial Mandate from May 2007: Boosting innovation must be akey objective of government policies to promote sustainable growth;

But how best to do it?

Final report for the OECD Ministerial in 2010


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Multi-FactorProductivity

Innovation conditions increasingly thegrowth potential of leading economies


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Decomposition of cross-country differences in GDP per capita into their determinants, 2005

(United States = 100)

GDP PPP per capita TFP Human capital Physical capital Employment

United States 100.0 100.0 100.0 100.0 100.0

Canada 83.5 72.0 103.3 105.8 106.0

Japan 72.6 52.6 100.4 130.7 105.1

China 9.8 13.6 57.3 105.2 119.5

India 5.2 12.7 47.7 98.3 87.1

Brazil 20.5 29.3 70.1 103.1 96.8

Russian Federation 28.6 31.5 84.9 97.4 99.3

EU27 + EFTA 64.7 67.8 91.2 114.1 91.3

Total World 22.8 27.9 64.2 104.2 95.8

Source: OECD.

Worldwide, differences in GDP per capita reflect mainly gaps inproductivity and, to a lesser extent, in human capital

Potential for catching-up through a higher rate of accumulation ofphysical capital or a faster growth of employment is much smaller


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A slowdown ofproductivitygrowth occurredin most OECDcountries severalyears ago

It has been morepronounced in

countries whichhad the highestproductivitygrowth prior to2004

This was due in part to a marked slowdown of capital deepening andthe diffusion of ICT equipment

The possible maturation of technological trajectories which had beenvery dynamic so far should be a concern


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An ever growing number of highly developed countries adopt morearticulated and ambitious innovation strategies

Economic development policy in countries as diverse as China, Chile,

Korea or South Africa reflects a change in the understanding of therole of and interplay between the creation and diffusion of technology

The idea that countries need to exhaust their potential for catching up

before entering own innovation and R&D activities is unhelpful

This creates frictions of convergence: IPRs, competition for talents,forced technology transfer, standards, etc.

The scope for international learning of best policy practices increases, as doesthe need for enhanced international cooperation in dealing with frictions and inproducing the international public goods that are necessary to respond toglobal challenges

The innovation agenda of high- and middle-incomecountries is converging


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Increasing returns on investment in knowledge may lead togeographical concentration of innovative activities

Youngest populations are often located in areas with lower

education and training capacities. Demand of low skills falls whileglobal supply increases

Growth strategy of rich countries / individuals contrasts with survivalstrategy of poor countries / individuals

This creates conflicts of divergence within and among countries:immigration pressures, social unrest, insecurity, environmental

damages (e.g. deforestation), counterfeiting and piracy, etc.

Issues such as innovation and development , social impacts of

innovation , or socially-inclusive innovation policy should receive moreattention

But marginalisation of low-income countries andlow-skills in high-income countries is a risk


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The OECD Innovation Strategy starting point:Changing drivers of innovation calls for new innovation policies

Expanding knowledge andnew business models

Demand pull: Theimperative of sustainability;new social needs

Globalisation of innovationmarkets and inputs

Public governance

Policy mixes &instruments

changes in

Lead to

The respective rolesand modes of interaction

of the main actorsin innovation systems

Policy responses need to be

effective in achieving national goals,but also internationally compatible

Positive Sum Gameat the global level


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Changing drivers of innovation


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More actors to engage in changing innovation processes


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New global players have emerged

China is now the third

largest investor in R&Dglobally (about the sizeof Germany)

Chinas growth of R&D

spending has been onaverage 18% a yearsince 1995

Chinas GDP R&D

intensity is growingrapidly (now close to1.5%)

China now produces

almost as many

publications onnanotechnology as theUnited States


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Greater participation, by a wider range of actors,is enabled by new innovation platforms


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Internet empowers innovative peoplewithin innovative organisations


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Innovation is therefore increasingly cross-borders(institutions, countries, disciplines) and demand pulled

Universities andResearchInstitutions

Start-ups,Consultants,

Engineering Firms

Suppliers

Competitors (Co-opetition)

Customers

Out-LicensingPartner

Spin Out

Outside-in Open Innovation Inside-out Open Innovation

The Open InnovationBusiness Model

Share of patents withforeign co-inventors (%)


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Innovation is also broader in scope

Technology is only one approach to innovation and value creation

Soft, non-R&D based innovation is gaining in importance, especiallyin the fast growing service sector


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Implications for public policies


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An ill-defined silver bullet for solvingall problems, or a simple catchwordin rhetorical politics

The cover for beggar thy neighbour,

outdated industrial policies, inspiredby techno-nationalism

An indiscriminate rush towards any

form of novelty

A free lunch (free riding on worldknowledge)

A nano-bio-ICT High-Tech myopia

A mobilising vision and the ambition toachieve it through the effectivecoordination of many policies

An effort to consolidate existing or

build new comparative advantages inan open environment

An effort to channel creativity towardssocially useful purposes

An investment strategy, by both thepublic and private sector

An inclusive approach, promotingvalue-creating change throughout theeconomy and society

Guiding principles: what an innovation strategy

Should not be Should be


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Policy principles, not a one-size-fits-all strategy

OECD CountryReviews are a

complementary,customizing tool

Completed and published:

Luxembourg,Switzerland, NewZealand, South Africa,Chile, China, Norway,Hungary, Korea

To be published soon:

Mexico, Greece

Under launch:

Russia, ASEAN, Turkey

International compatibility requires:

International openess; Adherence to a common core of rules regarding

framework conditions for innovation and public intervention Mutual recognition of legitimate differences in policy approaches & instruments

Joint investments in the provision of international public goods

Prioritisation in accordance to underlying comparative advantages


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Framework conditions for innovation

(Functioning of markets, corporate governance,IPRs, education, infrastructures, etc.)

S&T and innovation policy

Policies tosupport

investmentin science

& R&D

Policies tostrengthen

linkages withininnovation

systems

Policies toenhance

innovationcompetencies

of firms

Engage

appropriatelyeducated &

trained people,as workers,

citizens,

consumers &

entrepreneurs

Secure the

appropriatelevels of

complementarypublic and

private

investments

The scope and strategic tasks of innovation policy

Ensure aproper valuation

of knowledgeand its circulation

through

networks andmarkets

Promote

innovation in

government,including as

lead user

Provide

supportive

communicationand other

infrastructures

Enhance the

contributionof publicresearch

GOVERNANCE

POLICY MIX


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Vision, leadership and coordination

Develop a mobilizing vision through a participatory process engaging allmain public and private decision makers

Provide a stable platform (e.g. an innovation council), anchored at thehighest level of government, for coordinating actions to achieve the vision

Secure resources to implement relevant public policies with a medium andlong term perspective

Legitimacy, efficiency and adaptability

Ensure the participation of all stakeholders in policy design, beyond the S&Tcommunity, including SMEs and foreign firms, ministries with responsibilitiesfor key framework conditions, representatives from vocational training.

Coordinate relevant policies among different levels of government, includingthe international level

Implement best practice public management tools in steering and fundingpublic organizations, e.g. public-private partnerships, performance contracts

Mobilise strategic intelligence in support of policy making, e.g. throughevaluation and foresight

Public governance of the innovation system


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Vision, leadership and coordination

Develop a mobilizing vision through a participatory process engaging allmain public and private decision makers

Provide a stable platform (e.g. an innovation council), anchored at thehighest level of government, for coordinating actions to achieve the vision

Secure resources to implement relevant public policies with a medium andlong term perspective

Legitimacy, efficiency and adaptability

Ensure the participation of all stakeholders in policy design, beyond the S&Tcommunity, including SMEs and foreign firms, ministries with responsibilitiesfor key framework conditions, representatives from vocational training.

Coordinate relevant policies among different levels of government, includingthe international level

Implement best practice public management tools in steering and fundingpublic organizations, e.g. public-private partnerships, performance contracts

Mobilise strategic intelligence in support of policy making, e.g. throughevaluation and foresight

Public governance of the innovation system


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Science, technology and innovation policy

Policies tosupport

investmentin S&T &innovation

Policies tostrengthenlinkages within

innovationsystems

Demand-side measures

Supply-side measures

e.g. Procurement policies

e.g. R&D tax incentives

Grants

e.g. Public-privatepartnerships

Policies toenhanceinnovation

competenciesof firms

e.g. Promotionof entrepreneurship

& innovation

in SMEs

A balanced STI policy mix


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Concluding remarks: Innovation in the crisis


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Experience demonstrates that private investment in innovation is pro-cyclical

The impact is likely to be biased against firms which are more dependent on

external financing (e.g. SMES and start-ups) and against product innovation, as

opposed to cost-cutting improvements Risk of negative feedbacks on public research (mutual de-leveraging)

Reduced propensity to invest in ICTs and human capital and lower incentives toinnovate for a greener economy


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Incentives and funding

Firms innovation time-span shortens and

risk-averseness increases

Longer-term and higher-risk R&D projectsdelayed or stopped

Firms capabilities to co-fund research in

universities and institutes diminishes

Private venture market for growth funding

frozen

Public support critical in maintaininginnovation activity

Innovation policy in economic downturn

Demand and user orientation

Competition increases as demand slows

Downturn creates new needs, e.g. as firms

modify business models, supply networksand outsource, etc.

Customer-focused and user-driven

innovation gains even more importance

Speed and cost-effectiveness emphasisedin firms innovation activities

Fast and agile innovation modelsneeded

Broad-based innovation

Innovation = Knowledge-based competitive

advantage

Using and combining both technological and

non-tech know-how as source of innovation

Service, business models, work-life

innovation, every-day innovations

Training for putting innovations in use

Continuous innovation supports cost-chase and increases productivity

Spring-board for new growth

Firms long-term R&D must be maintained

also in downturn

Firms co-operation with PROs must be

supported

Developing and renewing innovativeclusters should remain a priority

Maintaining longer-term R&D is crucialto support creative destruction andrenewal and build stronger basis forfuture growth

Source: Adapted from Peltonen (TEKES).


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Contact:

[email protected]

Thank you for your kind attentionObrigado pela vossa ateno

www.oecd.org/sti/innovation

Web Resource:
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apresentação de jean guinet no 3º congresso de inovação

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