Challenging Issues in Initiating RIS Dev - Tatang Taufik

8/14/2019 Challenging Issues in Initiating RIS Dev - Tatang Taufik

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CHALLENGING ISSUES IN INITIATINGCHALLENGING ISSUES IN INITIATING

REGIONAL INNOVATION SYSTEMREGIONAL INNOVATION SYSTEMDEVELOPMENT:DEVELOPMENT:

THE CASE OF INDONESIATHE CASE OF INDONESIA

Tatang A. TaufikAgency for the Assessment and Application of Technology

(Badan Pengkajian dan Penerapan Teknologi / BPPT)

Sub-Committee on S&T Infrastructure and Resources Development (SCIRD).

The 7th ASEAN Science and Technology Week (7th ASTW)

2nd Science Congress and Sub Committee Conferences

Jakarta, August 5 7, 2005


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OUTLINEOUTLINE

INTRODUCTION/BACKGROUND

FOCUS OF DISCUSSION BRIEF REVIEW

IDENTIFIED GENERIC AND CHALLENGING

ISSUES : A Policy Perspective

THE PROPOSED COMMON FUTURE AGENDA BRIEF REVIEWS : FROM SOME EARLY

INITIATIVES

CONCLUDING REMARKS : SOME LESSONS

LEARNT


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1. INTRODUCTION / BACKGORUND1. INTRODUCTION / BACKGORUND

BRIEF REVIEW

INDONESIAN CONTEXT


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1. BRIEF REVIEW1. BRIEF REVIEW

Knowledge/innovation are the increasingly determining and

differentiating factor of competitiveness (micro, messo, and

macro levels); Paradigm shifts of the perspective on innovation in the last two

decades :

From linear-sequential perspectives (of technology push

and demand pull models) to a system perspective/

approach of a dynamic and interactive-recursive model

Some recent trends : more attentions on

Interactions and roles of actors ~ triple helix model

Local/regional dimensions : social learning and social

capital, local specificities, ~ regional innovation systemand industrial clusters.

Policy implication : national and regional

contexts/dimensions of the innovation policy.


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2. THE INDONESIAN CONTEXT2. THE INDONESIAN CONTEXT

Eroding competitive position of Indonesia in the international

arena ~ widening gap even with some other ASEAN countries;

Not yet fully recovered from the devastating 1997 crises ~

followed by political and other influential changes;

Indonesian context ~ innovation system :

a diverse cultural and regional uniqueness-rich country;

a large country problem with a small country capacity/capability;

More attention to the regional contexts :

Regional roles in development : the shift from centralized

economy to regional autonomy / decentralization;

Underdeveloped local specificities potentials for regionalunique advantages;

Regional innovation system development : the key to future

regional competitiveness.


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2. FOCUS OF DISCUSSION IN THE PAPER:2. FOCUS OF DISCUSSION IN THE PAPER:

KEY AREAS IDENTIFIED IN INITIATING THE

REGIONAL INNOVATION SYSTEMDEVELOPMENT

A BRIEF REVIEW FROM SOME EARLY STAGE

OF THE INITIATIVES


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3. BRIEF REVIEW ON INNOVATION SYSTEM3. BRIEF REVIEW ON INNOVATION SYSTEMAND INNOVATION POLICYAND INNOVATION POLICY

INNOVATION, INNOVATION SYSTEM, AND

INNOVATION POLICY SOME RECENT TRENDS

(Appendices)


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4. IDENTIFIED GENERIC AND CHALLENGING4. IDENTIFIED GENERIC AND CHALLENGINGISSUES :ISSUES :

A Policy PerspectiveA Policy Perspective

Attentions based on some dimensions :

2. Common problems ~ some comparative indicators;3. Innovation policy issues :

market and government failures;

systemic failures.

4. Regional dimensions/contexts.


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GENERIC AND CHALLENGING ISSUESGENERIC AND CHALLENGING ISSUES

IN INNOVATION SYSTEM DEVELOPMENT :IN INNOVATION SYSTEM DEVELOPMENT :

Weaknesses in general framework. These are related to some

issues such as :

Fundamental framework issues related to the innovationsystem, e.g., :

Regulatory impediments to development of business andinnovation;

Weaknesses in legal and regulatory development needed

to foster innovation progress; Weaknesses in specific infrastructural supports important

to innovation;

Costly bureaucracy administration process;

Very limited investment (financial supports) for innovative

activities; Uncompetitive fiscal supports (taxation structures/schemes) for

innovation;

Weaknesses related to intellectual assets (including IPRawareness, protection, and law enforcement).


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Weaknesses in institutions and S&T supports, and low

knowledge (technological) absorption of SMEs. These arerelated to

not yet properly developed (and/or missing) important

functions in the innovation system, and

weaknesses in science and technological supports relevant

to the development of the best local resources andspecificities;

on the other hand, small and medium enterprises (SMEs) as

the majority of the business actors (99% of business actors

in Indonesia), in general, have limited capability and

opportunity in accessing, utilizing, and developing knowledge(technology) important to their business competitiveness

enhancement.


IN INNOVATION SYSTEM DEVELOPMENT :IN INNOVATION SYSTEM DEVELOPMENT : (Contd)


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1. Weaknesses in mutually beneficial linkages and interactions,and collaboration in diffusion of innovation (including bestpractices and/or R&D outputs). Mismatch in relevance and complementing functions

amongst knowledge pool development (knowledge supplyside) and technological needs and utilization (demand side),especially by private sectors in many technological areas are

widely acknowledged. Limited development and supports related to both business

(commercial) and non-business (non-commercial)technology-based transactions amongst actors, asymmetricinformation and limitations in capability and opportunity forinteractions important to innovation, diffusion and learning

process especially in traditional sectors in the economy areamong policy issues identified that impede mutually beneficiallinkages, productive interaction,and synergetic collaborationamongst actors in both the national and regional innovationsystems.




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Weaknesses in innovation culture. Among other factors, these

are related to Low appreciation to creativity/innovativess spirits and

entrepreneurial business profession;

Slow development in entrepreneurship knowledge and skills,

and weak education system in supporting entrepreneurial

culture development; Limited talents (high quality human resources) in many

regions (regional brain drains), low high talent mobility and

interactions important to innovation and entrepreneurship in

the society;

Public authorities in general (at the national and regionallevels) are also among the weakness points for both the

development of innovation and entrepreneurhsip in their

environments and the significant progress in the society.




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Weaknesses in development focus, value chains, competence

development and improvement of the sources of economic

progress. Weaknesses in interrelated business and non-business

activities (and actors) important to the economic dynamism and the

strong foundations for unique competitive advantages are caused by

some underlying factors such as :

Varieties of business activities and the supporting non-business

activities and regional unique competences developed in general arenot geared towards the more focused regional competitive

advantage development;

Business/industrial structures and linkages are weak;

Limited leadership and pioneering in progressing innovation and

diffusion of innovation;

Low development of start-up/new innovative companies (someteimes

called as the new technology based firms/NTBFs);

Most SMEs are lagging behind in creating and capitalzing the

opportunities from technological and non technological

progress/change.




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Global (Globalization) challenge. Various weaknesses

(eventually) influence the readiness of Indonesia (at the nationaland regional levels) to play the better and strategic role in the

global arena and responding some important changes to

maximize the benefits for and minimize the negative impacts to

the society.




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5. THE PROPOSED COMMON FUTURE AGENDA:5. THE PROPOSED COMMON FUTURE AGENDA:

THE HEXAGONS OF THE INITIATIVESTHE HEXAGONS OF THE INITIATIVES

Some considered aspects of the agenda :

2. Broad and fundamental policy themes

3. Universal to regional contexts of Indonesia

4. Interrelated areas

5. Keys to the initiatives based on current situations

1 DEVELOPING GENERAL FRAMEWORK


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1. DEVELOPING GENERAL FRAMEWORK.CONDUCIVE TO INNOVATION AND BUSINESSCONDUCIVE TO INNOVATION AND BUSINESS

DEVELOPMENTDEVELOPMENT

Developing regional innovation strategies;

Regulatory reforms: evaluating and eradicating impedingregulations;

Improving legal supports and environment important to

innovation and businesses;

Developing specific infrastructures important (and

unique) to the development of regional innovation

system;

Improving bureaucracy administration processes;

Enhancing the capacity (and capability) to improve

investment in innovation (the financing for innovation); Developing synergetic efforts to create/improve effective

incentive schemes for innovation;

Increasing awareness and implementation of the IPR

protection in the regions.

2 STRENGTHENING THE S&T INSTITUTIONS AND


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2. STRENGTHENING THE S&T INSTITUTIONS AND.SUPPORTS, AND DEVELOPING ABSORPTIVESUPPORTS, AND DEVELOPING ABSORPTIVE

TECHNOLOGICAL CAPACITY AND CAPABILITY OFTECHNOLOGICAL CAPACITY AND CAPABILITY OF

SMEsSMEs

National and regional S&T institutional reforms;

Better rewards/appreciation for S&T human resources;

Financial and legal supports to, especially, collective R&D

programs benefiting regional economies;

Practical tools for SME upgrading;

Better access for SMEs to knowledge databases andexpertise;

Enhancing financial supports to strategic SME

technological upgrading.


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3. FOSTERING COLLABORATION FOR INNOVATION3. FOSTERING COLLABORATION FOR INNOVATION

AND ENHANCING DIFFUSION OF INNOVATION,AND ENHANCING DIFFUSION OF INNOVATION,

BEST PRACTICES AND/OR R&D OUTPUTSBEST PRACTICES AND/OR R&D OUTPUTS

Financial and non financial supports to collaborative

innovation activities; Fostering techno-business based intermediaries

development (e.g., business development service

providers, regional technology clearing house);

Fostering business technological-based linkages;

Special technology diffusion/dissemination projects

benefiting to regional economies;

Developing an open coordination method/mechanism for

enhancing exchanges of best practices, benchmarking

activotoes, public domain of R&D outputs, and policy

coordination.


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4. DEVELOPING INNOVATION CULTURE4. DEVELOPING INNOVATION CULTURE

Increasing public awareness;

Education and R&D institutional reforms towards moreentrepreneurial organizations;

Entrepreneurship education and trainings;

Fostering new/start-up innovative companies (new

technology based firms/NTBFs ~ technopreneurial

firms);

Regional reverse brain drain (talents scouting), and

enhancing human resource mobilization;

Capacity building in regional public authority institutions;

Regional innovation awards;

Umbrella and set aside programs for particular regional

innovation projects.

5 FOSTERING AND STRENGTHENING INTEGRATED


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5. FOSTERING AND STRENGTHENING INTEGRATED5. FOSTERING AND STRENGTHENING INTEGRATED

EFFORTS OF REGIONAL INNOVATION SYSTEM ANDEFFORTS OF REGIONAL INNOVATION SYSTEM AND

INDUSTRIAL CLUSTER DEVELOPMENT INITIATIVESINDUSTRIAL CLUSTER DEVELOPMENT INITIATIVES

Strategic regional-specific R&D programs;

Competitive regional innovation development initiativeprojects (grant and/or resource sharing schemes);

Regional-specific industrial cluster development

programs;

Business (SMEs) technological upgrading programs;

Regional strategic alliance programs.


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6. DEVELOPING STRATEGIC RESPONSES6. DEVELOPING STRATEGIC RESPONSES

TO THE GLOBAL CHANGESTO THE GLOBAL CHANGES

Public awareness and law enforcement of IPR;

Developing local/indigenous knowledge/technologicalassets (including the legal aspects of the related IPR);

Enhancing regional capacity in the MSTQ system;

Fostering international collaboration in the regions.


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6. BRIEF REVIEWS : FROM SOME EARLY6. BRIEF REVIEWS : FROM SOME EARLYINITIATIVESINITIATIVES

1. The regions :

Tegal Regency (Central Java),

Sumedang Regency (West Java), and

Barru Regency (South Sulawesi).

2. General framework for collaboration and coordination

pattern3. An example : Tegal Regency ~ The starting/entry point

activities


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3

1

Tegal RegencySumedang Regency

Barru Regency

THE REGIONSTHE REGIONS

GENERAL FRAMEWORKGENERAL FRAMEWORK


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Thematic and/or Specific Initiatives

Framework Conditions

Regional DimensionsNational Dimensions

N

A

T

I

O

N

A

L

R

E

G

I

O

N

A

L

GENERAL FRAMEWORKGENERAL FRAMEWORK

FOR COLLABORATION AND COORDINATION PATTERNFOR COLLABORATION AND COORDINATION PATTERN

TEGAL REGENCY


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TEGAL REGENCYTEGAL REGENCY

Central Java

TEGAL REGENCYTEGAL REGENCY:


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TEGAL REGENCY:TEGAL REGENCY:

THE STARTING/ENTRY POINT ACTIVITIES ~ 2003THE STARTING/ENTRY POINT ACTIVITIES ~ 2003

Serial awareness and capacity building worskhops. Topics related to

competiveness and industrial cluster development;

Consensus building on the grand strategy : regional industrial clusterdevelopment as the platform of and approach to the regional economic

competitiveness development;

Establishing the Regional Competitiveness Council (a quasi-public

collaborative institution with membership consists of : business actors,

association, NGOs, educational communities, ex-officio reps. from regional

government, legislative members, prominent persons); Starting some industrial cluster initiatives (based on agriculture,

manufacturing and tourism industries) and industrial cluster task groups;

Revitalising an industrial district area as a center for services and

innovation of technology in the region;

Development of a regional vocational education;

Integrating the cluster projects into the annual regional government

program and with some other relevant projects (including some national

R&D projects).

TEGAL REGENCY RECENT ACTIVITIESTEGAL REGENCY RECENT ACTIVITIES


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TEGAL REGENCY: RECENT ACTIVITIESTEGAL REGENCY: RECENT ACTIVITIES

Serial awareness and capacity building worskhops. Topics related

to regional innovation system development;

Consensus building on the priority activities;

In the process of establishing the Regional Research Council;

Planning the regional innovation strategy document;

Continuing the previously agreed collaborative agenda.

INSTITUTION FOR COLLABORATION :INSTITUTION FOR COLLABORATION :


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Members

Office

Secretariate

Representatives

(from particular

industrial clusters)

Special task

force/teams

Functional

Groups

Special

Committees

Cross-sectoral (and

cluster) groups

e.g., : Promotional Expertise

e.g., : Benchmarking Specific industrial

cluster task groups

INSTITUTION FOR COLLABORATION :INSTITUTION FOR COLLABORATION :

The Regional Competitiveness Council (RCC)The Regional Competitiveness Council (RCC)

RCCRCC

THE ROLE OF BPPT TEAMSTHE ROLE OF BPPT TEAMS


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THE ROLE OF BPPT TEAMSTHE ROLE OF BPPT TEAMS

Organizing national and some regional workshops related to regional

innovation system themes;

Preparing guidelines (suggested steps and more practical tools/approach) ~industrial cluster development and regional innovation strategy;

Collecting and disseminating examples of relevant best practices ~

industrial cluster development and regional innovation strategy; Planning to

develop an internet based as a tool to develop an open coordination

mechanism (more simple model adopting from the EU Innovation

TrendChart Initiative);

Providing technical assistance :

facilitators (technical assistants/expertise) to accompany the regional

counterpart teams, particularly in the initial stage (process)

initiating regional consensus building

Some relevant initiatives at the national level, e.g.:

Policy studies;

Collaborations with other organizations;

Academic draft on indigenous knowledge/technology protection.


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AN EXAMPLE OF PRACTICAL TOOLSAN EXAMPLE OF PRACTICAL TOOLS (STAKEHOLDER-(STAKEHOLDER-

FRIENDLY)FRIENDLY) TO BUILD CONSENSUS ON THETO BUILD CONSENSUS ON THE

COMMON/COLLABORATIVE AGENDA (AND POLICYCOMMON/COLLABORATIVE AGENDA (AND POLICY

INTERVENTION)INTERVENTION)

Starting the Industrial Cluster Development Initiatives

(drawing some concepts and/or methodologies, e.g.,

from Porters Four Diamonds, for practical developingpractical approaches)


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Agenda Agenda Agenda Agenda

Results

Hierarchy

activities

outputs

purpose

goal

+ - + - + - + -

Stakeholder Mapping Analysing the Business Environment (The Porters Four Dia

Analysing the Improvement of the Business Environme

Prioritizing Goals/Objectives

Alternative Strategies Program/Activity MatriGoal/Objective Trees


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7.7. CONCLUDING REMARKS : SOME LESSONSCONCLUDING REMARKS : SOME LESSONS

LEARNTLEARNT(FROM THE INTIAL STAGE)(FROM THE INTIAL STAGE)

CONCLUDING REMARKS : SOME LESSONS LEARNTCONCLUDING REMARKS : SOME LESSONS LEARNT


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CONCLUDING REMARKS : SOME LESSONS LEARNTCONCLUDING REMARKS : SOME LESSONS LEARNT

(FROM THE INITIAL STAGE)(FROM THE INITIAL STAGE)

Biggest challenges :

Adapting to the paradigm shift (from a very centralistic and fragmented-sectoral development approach to a more decentralized, participatory

and collaborative effort). The learning process is costly yet a very crucialelement of development;

Commitment/seriousness of the participating actors;

Consistency in following up the agreed common agenda;

Readiness to some paradoxical fenomena of changes.

Common Operational but Significant Obstacles : government budgetstructure and bureaucratic rigidity.

Key Success Factors :

Unique/specific local potentials;

Strong motivation amongst regional business actors and programcounterparts towards improvement;

Local champions ~ highly motivatedand pioneeringindividuals; Common platform built upon agreed consensus and widely support to

develop synergetic and implementable activities of regionalcompetitiveness efforts;

Regional financial supports, especially regional government, for regional-specific starting activities.


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APPENDICESAPPENDICES


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3. BRIEF REVIEW ON INNOVATION SYSTEM3. BRIEF REVIEW ON INNOVATION SYSTEMAND INNOVATION POLICYAND INNOVATION POLICY

INNOVATION, INNOVATION SYSTEM, AND

INNOVATION POLICY SOME RECENT TRENDS

INNOVATIONINNOVATION


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INNOVATIONINNOVATION

Innovation

Technological ServicesOrganizational Goods

ProcessProcess ProductProduct SystemSystem

Technocratic definitions

SOME PERSPECTIVE DEVELOPMENTS ON INNOVATIONSOME PERSPECTIVE DEVELOPMENTS ON INNOVATION


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SOME PERSPECTIVE DEVELOPMENTS ON INNOVATIONSOME PERSPECTIVE DEVELOPMENTS ON INNOVATION

Technology Push:Technology Push:Linear-Sequencial Chains of Capability-driven Forces

1960s 1970s

BasicBasic

ResearchResearch R&DR&DAppliedApplied

ResearchResearchManufacturing/Manufacturing/

ProductionProductionSales/Sales/

DistributionDistribution

Demand Pull:Demand Pull:Linear-Sequencial Chains of Demand-driven Forces

1970s 1980s

DemandDemand

AppliedApplied

ResearchResearch

BasicBasicResearchResearch

Market Driven:Market Driven:Interactive-recursive (and Iterative) Process and as a Learning Process

1980s . . . .

Manufacturing/Manufacturing/

ProductionProductionR&DR&DSales/Sales/

DistributionDistribution

THETHE CHAIN-LINKCHAIN-LINK INNOVATION MODELINNOVATION MODEL


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THETHECHAIN-LINKCHAIN-LINKINNOVATION MODELINNOVATION MODEL

Research Knowledge Creation

Potential

Market

Invent

and/or

Analytical

Design

Detailed

Design

And

Test

Redesign

and

Produce

Distribute

and

Market

Transfer Processes

(various)

Source : Adapted from Kline and Rosenberg (1986).

NATIONAL RESEARCH AND INNOVATION SYSTEMNATIONAL RESEARCH AND INNOVATION SYSTEM


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NATIONAL RESEARCH AND INNOVATION SYSTEMNATIONAL RESEARCH AND INNOVATION SYSTEM

Source: Erik Arnold & Stefan Kuhlmann, 2001

The potential reach

of public policies ...

Framework Conditions

Financial environment; taxation andincentives; propensity to innovation

and entrepreneurship; mobility ...

Education and

Research System

Professional

education and

training

Higher education

and research

Public sector

research

Industrial System

Large companies

Mature SMEs

New, technology-

based firms

IntermediariesResearchinstitutesBrokers

Consumers (final demand)

Producers (intermediate demand)

Demand

Banking,

venture capital

IPR and

information

Innovation and

business support

Standards and

norms

Infrastructure

Political

System

Government

Governance

RTD policies

THE TRIPLE HELIX MODELTHE TRIPLE HELIX MODEL


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Source : Etzkowitz and Leydesdorff (2000).

Government Industry

Academia

Tri-literal networkTri-literal network

andand HybridHybrid

OrganizationOrganization

Linkages/interactionsamongst institutionsin the sphere as

dynamic and endlesstransitionalprocesses

THE TRIPLE HELIX MODELTHE TRIPLE HELIX MODEL

NATIONAL AND REGIONAL INNOVATION SYSTEMS :NATIONAL AND REGIONAL INNOVATION SYSTEMS :
http://www.leydesdorff.net/list.htm


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A Perspective on Regional/Local Uniqueness, Competence,A Perspective on Regional/Local Uniqueness, Competence,

and Cross-sectoral Linkagesand Cross-sectoral Linkages

Industrial Cluster 1-A

Industrial Cluster 2-C

Industrial Cluster 3-B

Industrial Cluster 1-Z

Industrial Clusters :

IndustrialClu

ster

3

Ind

ustrialCluster1

Sector I

Sector II

Sector III

Region

C

Region

A

RIS RIS

The national Innovation System

RIS : Regional Innovation System.

SOME PARADIGM SHIFTS ON INNOVATION AND POLICYSOME PARADIGM SHIFTS ON INNOVATION AND POLICYIMPLICATIONSIMPLICATIONS


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IMPLICATIONSIMPLICATIONS

Innovation policy (based on system approach)

began to develop.

Innovation policy are more two-side policyconsidered also as a learning process

developed towards the

developemnt/strenthening a more adaptable

innovation system. Innovation policy was no longer the

monopoly of the Central government, but

Regional government as well.

Innovation system era (1980s

now).

Note: New Growth Theorydeveloped.

Inovation viewed in a system

approach as a system of

aninteractive-recursive process(feedback loop/chain link model)

of a complex and dynamic

elements of creation (actors,

activities such as discovery,

invention, etc., and other

elements), utilization, diffusion,

and learning process holistically.

Policies emphasized on the demand side of

technology were increasingly dominating thegovernment attention to intervene the market

(demand driven). Technology policy and/or science and

technology (S&T) policies developed, but

most attentions were in a one-way

perspective (one-side policy).

Demand pull era(1970s

1980s).

Policies emphasized on the supply side of

technology were dominant (supply driven). Science/research policy were the central

theme in the government interventions. Technology policy began to develop.

Technology push era (1960s

1970s).

Inovation as a linear-sequential

process (pineline linear model).

No adequate attention and efforts for special

intervention (as policy issues).

Innovation has not received

special attentions (prior to

1960s).

Innovation (i.e., technological

change) as residual factors of

economic growth (neoclassical

models).

Main Policy ImplicationsThe EraThe View

AN INNOVATION POLICY FRAMEWORKAN INNOVATION POLICY FRAMEWORK


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AN INNOVATION POLICY FRAMEWORKAN INNOVATION POLICY FRAMEWORK

Education Policy

Knowledge and Skills

Creativity Professionalism

Entrepreneurship

Macroeconomic Policy

Monetary

Fiscal

Trade

Industrial Policy

Investment

Taxation - Subsidy

Incentives

Sectoral regulations

R&D Policy Regional Policy

Industrial Progress and Development:Competitiveness, Innovative Capacity, Rate of

Diffusion, Learning, Entrepreneurial Performance

Innovation Policy

Improvement ofExisting

Businesses

InvestmentDevelopment

Development ofNew Firms

(NTBFs)

Science Policy Technology Policy

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Challenging Issues in Initiating RIS Dev - Tatang Taufik

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