The Regional Innovation System Regional, National, International

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3 The Regional Innovation System Regional, National, International

4 The Regional Focus

5 Connecting the Regional Capacities

6 R&D Criteria Public R&D: Public R&D Expenditures as a % of Gross Regional Product Number of universities per 1000 inhabitants Private R&D: Private R&D Expenditures as a % of Gross Regional Product

7 Defining Talent Talent: The share of higher educated students in relation to the population size of the region The share of higher educated people that attained higher education in relation to the population size of the region

8 Regional Investment Strategies Public Investments: Public R&D Expenditures Presence of public or academic (pre)seed funds for start-ups Presence of grants for start-ups Availability of risk bearing capital for entrepreneurship Private Investments: Presence of Business Angel capital & Networks Presence of Venture capital funds Size of the Financial Sector: the share of the financial services sectr compared to the Gross Value Added in a region.

9 Knowledge Driven Entrepreneurship Entrepreneurship Facilities: Number of incubators in the region per 1000 inhabitants Number of science parks in the region per 1000 inhabitants Presence of Entrepreneurship Societies

10 How well is the region organized? Organizing Capacity: Presence of a shared regional innovation strategy Does the region measure its innovative performance as a whole? Presence of Economic Development Agency that actively works on innovation Number of triple helix technology networks Joint regional innovation instruments or - programs

11 Outcome: a comparable spider diagram Public R&D organising capacity Private R&D entrepreneurship facilities Talent Private investments Public investments Health Valley Food Valley Technology Valley Triangle

12 Outcome: SWOT analysis

13 The Fourteen Respondents Twente region, 6 respondents 4 from academic institutes, 2 from government Melbourne region, 5 respondents: 3 from academic institutes, 2 from private sector Catalunya region: 1 respondents fromthe government Wroclaw region: 1 respondent from academic institute Gent region: 1 respondent from academic institute The Respondents Academic Institutes Government Private Sector Twente Melbourne Catalunya Wroclaw Gent

14 Summary Results per region: Twente

15 Twente Region SWOT Strenghts: Three highest scores in Twente Region 1. Public R&D, Excellence and size = Public Investments = Public R&D, Attractiveness = 6.3

16 Twente Region SWOT Weaknesses: Three lowest scores in Twente Region 1. Private R&D, Size = 3 2. Talent = 4,6 3. Private R&D, Attractiveness = 5,2

17 Twente Region Spider diagram Public R&D Excellence & size 8, Regional Organisation 5, ,3 Public R&D Attractiveness 4 Public Investments 6, , Private Investments Twente 0 Entrepreneurship 6 3 4,6 Talent 5,1875 Private R&D Attractiveness Private R&D Size

18 Twente Region Last Question: Who must take the lead in the realisation of the region s ambitions? Represent & Lead: Twente Lead - Academic Institute Lead - Business & Industry Lead - Government 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 Academic Institute Business Government Other

19 Summary Results per region: Melbourne

20 Melbourne Region SWOT Strengths Three highest scores in Melbourne Region 1. Public R&D, Excellence and Size = 8,4 2. Public R&D, Attractiveness (ability to attract) = 6,5 3. Talent = 6,5

21 Melbourne Region SWOT Weaknesses: Three lowest scores in Twente Region 1. Private R&D, Size = 1,8 2. Private Investments = 3,15 3. Private R&D, Attractiveness = 3,26

22 Melbourne Region Spider diagram Public R&D Excellence & size 10 8, Regional Organisation 4, ,4825 Public R&D Attractiveness 4 Public Investments Melbourne 3, ,15 Private Investments Entrepreneurship 3, , , ,5 Talent Private R&D Attractiveness Private R&D Size

23 Melbourne Region Last Question: Who must take the lead in the realisation of the region s ambitions? Represent & Lead: Melbourne Lead - Academic Institute Lead - Business & Industry Lead - Government 0 0,5 1 1,5 2 2,5 3 3,5 Academic Institute Business Government

24 Comparing the case study regions Public R&D Excellence & size 10 Regional Organisation 8 Public R&D Attractiveness 6 4 Melbourne Public Investments 2 0 Private Investments Twente Entrepreneurship Talent Private R&D Attractiveness Private R&D Size

25 The Cambridge Council Twente's insights and agenda By Wim, Jaap, Joost, Tjerk, André, Nancy, Biba, Steve, Kees and Amanda, Ian, Julie, Peter, Danielle, Ben, Ben and Frank, Jan, Martin, Claire, Luc, Johan, Jacek, Jordi et al

26 Insights! Cambridge Top quality, top brand Open, permissive environment (somewhat chaotic and hardly strategic) Leading to a top story: success 50 yrs, catalysed by Cambridge Consultants Broad base

27 ! Leuven Strong leadership, strong strategy Well-designed pro-active environment Leading to a top story: success 30 yrs, catalysed by LRD and Imec Sectors Leading to a strong improvement in ranking

28 ! Twente Strong alliances, developing strategy Pro-active environment Leading to a top story: success 35 yrs, catalysed by van den Kroonenberg BUT Sectors? WE NEED TO FIND THE NEXT STEP IN STRATEGY Somewhat inside-looking Top story is under pressure Limited investment

29 Three elements Twente is a value-driven innovation region. We are a champion in creating and redefining industries. We will define a few high-quality high-impact technology platforms, to focus our strengths: industry4.0, medical diagnostics, cyber security, robotics, materials, photonics: our Impact Portfolio (TO BE FURTHER SPECIFIED! ) Our core competence is the connection we build to the world, to connect industry, investors and talent. We work with people and organizations with unmet needs, rather than making things a bit faster, cheaper or more efficient.

30 Goals Become top 25 region in the European Regional Competitiveness Index (now 36) in 5 yrs. This goal will be realised in a strong cooperation between private actors, knowledge institutes and government.

31 Creating thrust - government level The innovation parks Aggressive development strategy Aggressive package for inward investment and soft landing, focussing on the Impact Portfolio Data and monitoring In line with the Competitiveness Index

32 Creating thrust - knowledge institutes Continuously develop and align our own Impact Portfolio (UT, Saxion, ROC) Based on strength: academic quality and relevance in short and long term Based on what we have found to be high impact research for the coming 10 yrs Create a top of the line acquisition team for our impact portfolio Create continuous education (hard and soft skills) for regional industry and beyond, and align management school Move from publication incentive to excellence and relevance (impact incentive)

33 Creating thrust - private actors Create an on-the-job international support strategy for scale-ups Improve the quality of our financial community through linking the best teams and international actors Improve the quality of our mentor system through linking the best international mentors and ecosystems

34 Creating thrust - all Maintain a "tangible entrepreneurial atmosphere" Create a 4.0 identification strategy Improve diversity and international connection Receive licenses to operate Linkage, outreach, outside-in, diversity Quality Synergy

35 and now? Team will further strengthen the agenda with the help of external parties Team will share its findings with the different actors and strongly promote its further development (license to operate from TwenteBoard) Team will use the relationships with Melbourne, Leuven and Cambridge to implement and further develop