How to harness the national innovation system in tunisia final version

1December 09, 2015

How to harness the NIS

to enable Technology Transfer and

strengthening the Innovation capability in

Tunisia.Prepared by Mondher Khanfir

[email protected]

AReview of the National Innovation System in Tunisia

Tunisia National Stakeholders Workshop

mailto:[email protected]

Agenda1. NIS mapping & performance assesment2. Innovation and Technology Transfer3. Technology Transfer & competitiveness4. Industrial and commercial competitiveness needs from

R&D Through Value Chain Analysis 5. Prospectives on RBSO 6. The IP protection management process

– IPT case

7. Gaps in Commercialization of research outcomes 8. How to boost NIS performance in Tunisia?

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What is Innovation (1/2) ? The process of translating an idea or invention into a

good or service that creates value or for which customers will pay.

To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need.

Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products.

What is Innovation (2/2) ?The Oslo manual (OECD, 1997) concentrates especially on technological innovation of products (and services) and processes (technological product and process - TPP - innovation).

”TPP innovation comprises implemented technologically new products and processes and significant technological improvements in products and processes. A TPP innovation has been implemented if it has been introduced on the market (product innovation) or used within a production process (process innovation). TPP innovation involves a series of scientific, technological, organizational, financial and commercial activities“.

3 types of Innovation Efficiency innovations, which produce the same

product more cheaply, such as automating credit checks

Sustaining innovations, wich turn good products into better ones, such as the hybrid car,

Disruptive innovations, which transform expensive complex products into affordable, simple ones, such as the shift from the mainframe to personal computers.

NIS definitions….• “ ..the network of institutions in the public and private sectors whose activities and interactions initiate, import, modify and diffuse new technologies.” (Freeman, 1987)

• “ .. the elements and relationships which interact in the production, diffusion and use of new, and economically useful, knowledge ... And are either located within or rooted inside the borders of a nationstate.” (Lundvall, 1992)

• “... a set of institutions whose interactions determine the innovative performance ... of national firms.” (Nelson, 1993)

• “ .. the national institutions, their incentive structures and their competencies, that determine the rate and direction of technological learning (or the volume and composition of change generating activities) in a country.” (Patel and Pavitt, 1994)

• “.. that set of distinct institutions which jointly and individually contribute to the development and diffusion of new technologies and which provides the framework within which governments form and implement policies to influence the innovation process. As such it is a system of interconnected institutions to create, store and transfer the knowledge, skills and artefacts which define new technologies.”(Metcalfe, 1995)

NIS Role & Mission

The NIS aims to improve the innovation capability through interactions between the actors and institutions in the system, and also to produce an enabling environment for the actors of the ecosystem, which includes enterprises, universities and government research institutes to better identify and absorb technologies.

The flows of technology and information among people, enterprises and institutions are key to the NIS.

NIS: Tunisian State perspective

9 Technoparks

• Pôle de Compétitivité Monastir/El Fejja (Manouba) : Textile et Habillement

• Pôle Industriel et Technologique de Gabès (Pol.i.tech-Gabès)

• BiotechPole Sidi Thabet : Biotechnologie appliquée à la santé et Industries Pharmaceutiques

• Technopole Borj Cédria : Energie renouvelable, Eau et Environnement et Biotechnologie végétale

• Pôle de compétitivité de Bizerte : Industrie Agro-alimentaire• Pôle Elgazala des Technologies de la Communication• Technopole de Sousse : Mécanique, Electronique et

Informatique• Technopole de Sfax : TIC et Multimédia• Pôle de Compétitivité de Gafsa "PCG"

12 Technical Centers - CETIBA - Centre Technique de l’Industrie du Bois et de l'Ameublement

- CETIME - Centre Technique des Industries Mécaniques et Electriques

- CTC - Centre Technique de la Chimie

- CETTEX - Centre Technique du Textile

- CNCC - Centre National du Cuir et de la Chaussure

- CTAA - Centre Technique de l'Agroalimentaire

- CTMCCV - Centre Technique des Matériaux de Construction, de la Céramique et du Verre

- PACKTEC - Centre Technique de l’Emballage et du Conditionnement

- 4 Centres techniques agricoles (Céréales, pommes de terre, aquaculture, bio agriculture)

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Beside a large spectrum of public R&D institutions

CERTE Centre De Recherche Et Des Technologies Des Eaux CRTEN Centre de Recherche et des Technologies de l’Energie CBBC Centre de Biotechnologie De Borj-Cédria CNSTN Centre National des Sciences Et Technologies Nucléaires INARP Institut National de Recherche Et D'analyse Physico-chimique INSTM Institut National des Sciences et Technologies de la Mer CBS Centre de Biotechnologie De Sfax IRA Institut des Régions Arides De Médenine INNTA Institut National de Nutrition et des Technologies Alimentaires IPT L’Institut Pasteur de Tunis CRMN Centre de Recherche en Microélectronique et Nanotechnologie de Sousse

CETIC Centre de Recherche en Informatique, Multimédia et Traitement Numérique

CITET Centre International des Technologies de l’Environnement de Tunis CERT Centre d’Etudes et de Recherche en Télécommunication

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… numerous programs & incentives provided by the Governement

Non Financial services and program• Programme de mise à niveau (PMN)• Le programme d’appui à la compétitivité des entreprises et à la facilitation de l’accès au

marché (PCAM) – Coopération UE-Tunisie• Le programme PASRI

Financial services & grants,• Prime d’investissement en Recherche et Innovation (PIRD)• Investissement Technologique Prioritaire (ITP)• Le programme national de la recherche et de l’innovation (PNRI)• Le régime d’incitation à la créativité et à l’innovation dans le domaine des technologies

de l’information et de la communication (RIICTIC)• Sociétés d’Investissement à Capital Risque (SICARs)• Fond de promotion de la décentralisation industrielle (FOPRODI)• Fond commun de placement à risque (IN’TECH)• Fonds d’amorçage (IKDAM I et II)

& Dedicated Banks• Banques de Financement des Petites et Moyennes Entreprises (BFPME)• Banque Tunisienne de Solidarité (BTS)

NIS stakeholders & programs mapping

MEDD MFPE MT PG

Environment Vocational Train Transport Primature

Gov

erna

nce

CNEARS / IEAQA Conseil de la concurrenceConseil National de l'Economie

Numérique

Comité National d'Ethique Médicale

Comité National du Développement

DurableONEQ

Conseil National de la Fiscalité

(CNF)

PCAM - TATRAC PASRI - H2020 PACS DUE

Jobs & Economy Env. & Climate change Regional & Rural Dev. GIZ

KFW

Creative Ind. Cluster UNIDO

Souk At-tanmia BAD

Mecatronic Cluster AFD

CEED BRCP US AID

JICA

e-procurement Koica

Univenture Start'Act CBA

GDEO World Bank

Yunus Fo.

Intilaq QFF

PMN VRR/PRF DGVRR

PNRI/PIRD/ITP BMN

FCPR essaimage IN'TECH SAGES Cap.

Fonds Amorçage IKDAM

RIICITIC SICARS

Key Interface APII ANPR CEPEX ANCE/CNI ANPE/CITET ANETI APIA DGTI Offices Dvp CDC

Technoparks Universities & Labs eCommerce IncubatorTechnopole El Ghazela

Institut Pasteur de

TunisCITET

Centres sectoriels de

FormationIRESA

State owned

companiesITCEQ BFPME

Technical Centers BuTT CERT Bio

Technopole Sidi Thabet

ONAS CENAFFIF INRAT INS BTS

TUNAC CNUDSTChambres de commerce et

d'industrieCifode'com

Research Institutes

APAL ANETI FIPA SOTUGAR

ANME Research Centers CEPEX INFOTICA ANGED CNFCPP TTNLaboratoire Central

d'Analyses et d'Essais (LCAE)

TAASTI CONECT

Business Centers & incubators

ADRI ANM

Institut National de la Consommation

IP Protection

MF

Polic

y Im

plem

enta

tion

Key

Acto

rs

Agriculture Cooperation Finance

MIEM MESRS MC MTEN MS MAP MDICI

Polic

y Fo

rmul

ation

Publ

ic F

undi

ngs

CIVIL SOCIETY

Industry Energy & Mines Scientific Research Trade Technology Health

Enab

lers

Tunisie Digitale 2018

INNORPI DPI OTDAV

the NIS is supposed to develop capacities materialized around two sets: An intrinsic capability, which includes

– cognitive capacity – market data collection and business intelligence– setting up an IP Value Stream framework in parallel

with the IP rights protection procedure An extrinsic capability, wich includes

– Innovation Policy formulation and assessment– R&D absorption rate of the ecosystem– Industrializing Technology Transfer (though RBSO

and Collaborative Projects)

Number of Patent claims per year http://www.innorpi.tn/Fra/image.php?id=59

15

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A very low Return on Investment of R&D expenditures…

http://wdi.worldbank.org/table/5.13



– IPT case


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Transferring research results to economic sectors is one of the missions of public research institutions.

Four main ways to transfer research findings co-exist:– Assignment of rights through licensing – Collaborative research projects– Through spin-out (or spin-off)– By technological integration (or spin-in)

Technology Transfer from Public R&D institution

The transformation of discoveries and data and resources (“Intellectual Property”) into new products or services which will enhance economic development

Technology Transfer is a Research to Business (RtoB) industry that requires mastering three businesses: finance and venture capital, engineering innovation projects, enhancement and protection of intellectual property

Innovation is determined by Technology Transfer Process

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R&D

Proof of

Relevance

Opportunityidentification

Sales & DistributionProduct dévelopment

Marketing researchPrototyping

Marketing strategy definitionInnovation Project engineering

Proof of

Concept

Proof of market

positionning

Seed Funding

Venture Captial Funding

Investment Funding

Proof of

scalability

The commercialisation cycle….

…is in fact an IP value stream.

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Opportunityidentification

IP extracting valueIP measuringIP protecting

IP creating and aquiringIP reviewing & documenting

IP targetting & motivating

Seed Funding

Venture Captial Funding

Investment Funding

Higher risk

Lower risk

Financing

IP valuation

Key drivers for Technology Transfer

In a classical industrial economies, these are generally large companies or Governments that determine the main axes of R&D (the major trends).

In a Knowledge Based Economy, Technology transfer is the Business. It requires collaboration of different entities around specific processes of IP production, valuation, protection and valorization.



– IPT case


23

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Findings from the GC Index 2015

Tunisia is ranked 92 in the GCI with 3.9 score in 2015 (87 – 4 in 2014)

25

6 over 12 pillars of the Global innovation Index are directly depending or influencing the knowledge and Technology Transfer capability

• Innovation,

• Business sophistication

• Technological readiness

• Higher education and training

• Health and primary education

• Infrastructure

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• A country with low productivity, low private investment, low openness to the global economy and low technology integration

• No clear Public policy on Innovation, with no readable strategy for all stakeholders

• A Governance structure per sector with a separation between Hard and Soft Sciences, ICT & Agriculture affecting the formulation of a coherent and consistent national RDI strategy

• Difficulty to import technology at the R&D stage• Difficulty to assign IP for the benefit of Startups• Few structures dedicated to applied research or prototyping• Overlapping roles between research centers and technical centers• IP policy is rarely formalized in universities• R&D Databases are rudimentary and fragmented• Poor maintenance and under use of heavy scientific equipment• R&D costs and intangibles are usually not accounted by companies• Bureaucratie is dominating the decision making processes

Findings and field observations

CENTRAL PROBLEMInefficient Technology

Transfer process

Consequence 1Low Technolgical investment

Consequence 2Low IP protection claims

secondary Effect 2No return on investment for academic research sector

secondary Effect 1Almost no interaction University

Entreprises

secondary Effect 3Low Added Value and weak

competitiveness

secondary Effect 4No spinoff and few

movement of personnel

Looking for the root causes

Root Cause 1No Innovation Policy & Country Strategy

Root Cause 2Inefficient support and

bureaucratie

Root Cause 3No competition oriented

market

Root Cause 4 rigidity of rules & regulation

in R&D sector

Failure mode 1Lack of competencies in IP

valuation & protection process

Failure Mode 3No clear and formal procedure and

tool box for TTO

Failure Mode 2Lack of structured Market &

Technolgical Data

promoting the Technology Transfer from university labs, calls for a formal Innovation

policy, and a more readable IP strategy, with dedicated resources and means, with a

structured governance on the NIS, and a more favorable legal frame for researcher’s

mobility and innovation financing.



– IPT case


28

Bringing value to companies

29Source: FITT for Innovation Digiteo & INRIA

TT opportunities detection through Value Chain analysis

Sciences /Technologies

Développement produits / marché

Production Distribution

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Farming Collecting / storing LogisticsSalesProcessing

-Genomic,- Biotechnologies(pesticides, fertilisers,…)- Irrigation,

Environnement

# Publications#Patents#Researchers# Labs

- MarketingAOC, branding,…- Packaging- derivatives products- New applications

- Energy - Biomass- Green Tech

- Franchising - traceability- TIC- Forecasting

Example: Olive Oil Value Chain



– IPT case


31

How University could promote Innovation?

Two of the main sources of economic life are Entrepreneurship and Technological Developement.

Today, in a competitive and globalized world, the abililty to create innovative products and companies is crucial for promoting rapid structural changes. Universities and other public research institutions are the main source of innovation.

32

What is a Research Based Spin-Off (RBSO)

RBSO is the result of the process of creating a Start Up which seeks to commercially exploit a patent, technology or a scientific finding from a University or Research Institution, which usually requires the involvement of the Researcher (s) for technology transfer.

Spin-offs are one measurable mx of tech transfer b/t public and private sectors. Spin-offs are an important indicator of the ability of countries to monetize the knowledge developed by the public R&D.

33

What is a Research Based Spin-Off (RBSO)According to OECD, Research Based Spin-Off –also called Research Based Business- is an innovative Start Up company that has at least one of the five following characteristics:– Founder(s) include public sector employees– Key technology is licensed from public sector institution– Founder(s) include public sector students or alumni – Physically located in public-sector incubator or science park– Equity investments were made by public sector

34

The number of Startups formed from universities is an indicator of a performing Innovation System.

Highlights of the AUTM USA Licensing Activity Survey: FY2014– 549 executed licenses containing equity (up 17%)– 914 startup companies formed (up 11.7%)– 4,688 startups still operating as of the end of 2014 (up

11.4%)– 965 new commercial products created (up 34.2%)

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Processus de création d’entreprise avec bénéfice d’un "congé de création d’entreprise"

Arrêté fixant le demi-traitement de l’agent créant un projet dans une zone de dévelop-pement régional

Soumission du projet au PM pour signature du décret, et sa publication au JORT

Élaboration du projet de décret accordant le « congé de création d’entreprise »

Émission d’avis favorable, avec exposé des motifs, au Premier Ministre

Évaluation de la faisabilité du projet et de sa conformité aux critères fixés

Soumission du dossier à l’avis de la Commission technique du PM (DGFP)

Approbation de la demande et élaboration de proposition du Ministre au Gouvernement

Dépôt d’un dossier de demande de congé auprès du Ministère de tutelle

Élaboration d’une étude préliminaire du projet et de son schéma de financement

Entrée en production

Lancement de la réalisation du projet et mobilisation des financements

Déclaration du projet et constitution juridique de l’entreprise

Élaboration des dossiers de promotion du projet

Recherche et mobilisation des accords de financement

Étude technico-économique du projet et élaboration du Plan d’affaires

Visa de l’arrêté de demi-traitement par le Premier Ministre

The tough and dissuasive process of spin-off formation in Tunisia

The IP valuation is not mastered and the IP

protection is not fair for researchers

The Go-No Go criteria and grant attribution are

not transparent

The decision making process is long and

obligation for the reseacher to deliver his lectures after the RBSO

creation

A long and uncertain process

of fund raising

No technical assistance in the incubation and

post incubation phases

Main steps to start up a company from university for scientific researchers

37



– IPT case


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In Tunisia, the management of the IP value stream process is supposed to be entrusted to BuTT. The experience showed that the effectiveness was not not verified –with a relative exception for IPT-.

Targeting the opportunity

Planning & motivating

Creating &

AquiringDocumenting

Reviewing &

protecting

Measuring & extacting

value

IP PROTECTION MANAGEMENT PROCESS

40

IP management process

Source: IPT

41

Source: IPT

The BuTT experience in managing IP protection process

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Very few interaction between the Public R&D institution and industry, which explains the weak of IP protection claims and low Technology investment flows.

Impediments to IP value stream:• absence of high-quality research results suitable for patent protection, • low awareness of both research workers and whole institutions with their

management of the • intellectual property protection purpose; • No adapted or trained staff / actors• No coherent and formal referential procedure• No management of the IP portfolio in relationship with industrial beneficiary• No technological & business intelligence data base• No adapted Financing vehicles• No practice of IP valuation by the Labs with a lack of experts for searching and

identifying the commercial potential of R&D results and leading new technologies based projects

• No budget to manage a IP Value Stream accordingly

PROTECTING IP RIGHTS AND MASTERING THE IP VALUE STREAM

Post spin-off phaseSpin-off phasePre spin-off phase

IP management process in an RBSO

IP strategy (patent and no

patent)

IP protection & valuation

IP valorization

43

Risk Factors related with founding Researcher (team)

Risk Factors related with incubation and business environment

The experience of BuTT (Bureau de Transfert de Technologies) in Tunisia

44

This experience launched by ANPR / PASRI started in 2012 is still in its infancy. The early failures certainly came from the market disconnection, but mostly from the weakness of the mobilized resources to create this industry. Here is the range of services expected to be delivered by the BuTT managers, often reduced to an inexperienced person facing alone dozens of laboratories and R&D themes.

– Supporting the voluntary patent filing– Enabling the access to information (non Patents & Patents)– Facilitate administrative procedures and access to authorities– Strengthen IP protection strategy of the University– Assisting Lab to contract with Enterprises– Non Disclosure policy management – Managing the relationship with the TT and IP protection stakeholders – Monitoring traceability deposits / recordings– Managing IP claims, patents and licencing contracts portfolio– Market analysis and business analysis– Reporting and publishing key facts and achievements

IPT CASE

The Institut Pasteur de Tunis is a public health organization and scientific research center. It also produces some vaccines. He is considered as a leading innovative institution because it has an effective Tech Transfer office, that manages a PCT patents portfolio, filed with the support of the International Network of the Institut Pasteur.

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Main impediments encountered in IP management procedures Staff motivation Research funding Research planning Identification of IP Evaluation of potential inventions Disclosure of invention IP protection strategy Marketing of the new technology Technology valuation Licensing process Monitoring patent application and licensing deal Administration of IP Policy

46


R&D Through Value Chain Analysis 5. Prospectives on RBSO 6. The IP value stream management process

– IPT case


47

Competencies to be developped…

Assessing the Technological capability and the Innovation Management System of companies,

Mapping the IP (patents and no patents) to identify and formally qualify innovation opportunities, in a specific sector.

Projects engineering and solutions design based on either collaborative project or IP licensing from R&D institutions.

Technological capability of an organization is composed of a variety of sources of knowledge and experiences. Some are subtle and intangible, such as inventions. Others are embodied in equipment, machinery or infrastructure, while others are carried by human skills

Market & Technological Big Data Bank

IP Asset management

stakeholders interacting & contracting

Communication &

Community management

….to cover the 4 quadrants of the NIS scope


R&D Through Value Chain Analysis 5. Prospectives on RBSO 6. The IP value stream management process

– IPT case


50

Where to fix objectives & metrics for the NIS performance?

1) Interactions among enterprises, primarily joint research activities and other technical collaborations;

2) interactions among enterprises, universities and public research institutes, including joint research, co-patenting, co-publications and more informal linkages;

3) diffusion of knowledge and technology to enterprises, including industry adoption rates for new technologies and diffusion through machinery and equipment;

4) personnel mobility, focusing on the movement of technical personnel within and between the public and private sectors.

BOOSTING NIS CAPABILITY…

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Strategy Actors Environment

Information is key for innovative businesses. Crafting the Innovation strategy for the next decade and launching a Big Data Bank for each strategic value chain.

Staffing high level competencies to be able to provide world class services and investing on a National IT system to manage the NIS processes.

A National Innovation Policy with a friendly regulatory frame for innovators, entrepreneurs and investors.

An ambitious national program that involves all incubators and accelerators to induce a large dynamic of innovation in partnership with all stakeholders of the NIS.

Hiring a high level team to design and implement the national program and to set up a Competencies Center to train all the stakeholders of the NIS.

Setting up a global governance on the National Innovation System and a specific governance for the National Program under the hat of PPP.

A referential for the IP Value Stream with a framwork to enable IPP process management and tech transfer.

Re-focusing the scope of work of BuTT on IP and partnership with local and international organization to share resources and experience in different fields such as Engineering, IP Valuation, patent writing….

Developing Technology Transfer offices, Incubators, Innovation Centers, Prototyping Labs under the hat of PPP.

In conclusionTunisian NIS needs a deep reengineering of its architecture and Governance to play a key role in setting up a knowledge based Economy, …

A formal Innovation Policy A readable R&D strategy Adapting the regulatory for a more efficient and

effective Governance Placing the IP Value Stream in the core process of

the NIS Nurturing the Technology Transfer as an Industry Easing the access to R&D funds and Innovation

financing53

Thank you for your attention!

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How to harness the national innovation system in tunisia final version

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