Pres bourgogne

Slide1: 

STRATEGIC INTELLIGENCE AS A SUPPORT TO REGIONAL ECONOMIC & COMPETITIVENESS DEVELOPMENT THE REGIONAL COUNCIL OF LORRAINE EXPERIENCE Pierre BOURGOGNE Director of Innovation to the Regional Council of Lorraine (with the contribution of Hélène BISAGA – 3i Lorraine) Assembly of European Regions S’Hertogenbosch (NL) 18th & 19th of May 2006

Slide2: 

CONTENT 1 – Lorraine economic profile 2 – Evolution of the Innovation Policy of Lorraine 3 – DECILOR – Economic intelligence set up 4 – Knowledge management (pilot action story) 5 – Lorraine’s network of Economic intelligence 6 - CETISME Cooperation to promote Economic and Technological Intelligence in SMEs 7 - STRATINC Strategic intelligence and innovative clusters building

Slide3: 

1 - LORRAINE ECONOMIC PROFILE

Slide4: 

France France France France France France France France France VOSGES VOSGES VOSGES VOSGES VOSGES VOSGES VOSGES VOSGES VOSGES MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEURTHE-ET-MOSELLE MEUSE MEUSE MEUSE MEUSE MEUSE MEUSE MEUSE MEUSE MEUSE MOSELLE MOSELLE MOSELLE MOSELLE MOSELLE MOSELLE MOSELLE MOSELLE MOSELLE ©IGN - Route 500® Germany Luxemburg Belgium

Slide5: 

Lorraine key figures 2.3 millions of inhabitants (3.9 % of the French population), 23,500 km² 846,000 jobs (57 % in tert. Sector, 21 % in industry, 3 % in agriculture, 13 % in trade & business, 6 % in public sector) GDP 50 billions €/y (3.2 % of the French global GDP, rank 11) 80,000 students 80,000 companies (incl. craft) 80,000 looking for jobs 80,000 daily cross border commuters 40 % of active population with master degree (Eurostat 2004) 285 companies > 100 on staff restructuring region (coal and iron mines, steel industry…) 123 % foreign coverage (7th in France) French region ranking 5th for trade with NAC French N°1 cotton fabric, N°2 steel production, N°3 oilseed, beer, cheese ATTRACTIVENESS FOREIGN INVESTMENTS 3rd French region (absolute value) 1st French region (per capita)

Slide6: 

A favourable geographic position 24 hours truck delivery: 50% of the European GDP 150 M consumers 6 European capitals 10 great international cities

Slide7: 

0 5'000 10'000 15'000 20'000 25'000 30'000 USA Schweiz Bassin Lémanique Baden-Württemberg Alsace Rhône-Alpes Nordrhein-Westfalen France Piemonte Western Europe (4) Rheinland-Pfalz Franche-Comté Steiermark LORRAINE 0 10 20 30 40 50 60 GDP per capita Output per man hour IBC Database GDP per capita Output per man hour Productivity per man-hour in USD 1990 prices and PPP 1997 exchange rate

Slide8: 

Knowledge and industrial potentials

Slide9: 

Research key figures 193 Laboratories 133 Entreprises 59 Intermediaries 3,650 Full time equivalent Public Laboratories Enterprises 33 % researchers 77 % researchers or engineers 33 % PhD or post-doc 11 % PhD 11% masters 7 % engineers French rank 7 (2002) R & D expenditures 1.2 % GDP 5th French Scientific concentration

Slide10: 

Scientific & technologic research poles Integrated engineering for design of products, materials & industrial process Software intelligence Safe sustainable managements of soils, agro-ressources & environnemental ressources ; Industrial & wastes safety & security Bio-engineering Dynamics & development of the Regional and European spaces

Slide11: 

Technological resources in Lorraine R&D organisations excluded

Slide12: 

2 – EVOLUTION OF THE REGIONAL INNOVATION POLICY

Slide13: 

Global ambitions “Lorraine must play in Première league of the European regions of knowledge in 5 years” “The Lorraine innovation system must become the most efficient one in France over the same period” Jean-Pierre Masseret President of the Regional Council of Lorraine Fall 2004

Slide14: 

Evolution of the innovation policy 1995-2004 1995-1997 Regional Technology Plan (pre-RITTS/RIS) 1996 Regional innovation charter 1998-1999 Plan Lorrain 2000-2006 (regional policy document) 2000 CPER (7 years) State-Region agreement 2001 DECILOR strategic intelligence set up DG Research, DG Regio – Interreg III C 2002 Regional programme of innovative actions (Strat lnt. + ICT) – DG Regio 2002 creation of the first actual cluster in Lorraine (Aerospace) DG Regio - Interreg III A

Slide15: 

Evolutions of the innovation policy from 2004 on 2004 financing of industrial research and development 2005 creation of pre-seed and seed founds (activities of high growth potential); participation to a trans- regional risk capital found 2005 pilot action in knowledge management development of the clusters policy (medical devices, 5 pre-feasibility studies) 2005 regional involvement in both projects of Poles of competitiveness (super clusters – MIPI & FIBRES) 2005 innovation governance DG Research Regions of knowledge

Slide16: 

Recent evolutions of the National framework In 2005, creation of two new Governmental agencies AGENCY FOR INDUSTRIAL INNOVATION Management of strategic projects (budget > 100 M€) with European vocation led by large industrial groups involving high tech SMEs NATIONAL AGENCY FOR RESEARCH Support to research public and private projects (total annual budget of the NAR 750 M€)

Direction of Innovation: 

Direction of Innovation Support to industrial innovation Support to the technological intermediaries (regional technology development network, 7 technological resources centres, 6 technological platforms, 5 other various technological centres, 1 national technical centre…) Strategic intelligence (DECILOR) and Knowledge management Support to clusters Support to academic start up incubator and BICs European activities dealing with innovation ...

Slide18: 

The three pillars of the innovation policy INFORMATION MASTERING Internal External BENCHMARKING Indicators Practices FORESIGHT Key domains selection Scenarios TECHNOLOGICAL, ECONOMICAL AND SOCIAL MUTATIONS ENGINEERING

Slide19: 

JOBS IMPROVING KNOWLEDGE AND INNOVATION FOR REGIONAL GROWTH ( 2nd guideline of the Cohesion policy in support Growth and jobs 2007-2013) INNOVATION GOVERNANCE 1. Increase and improve investment in RDT 3. Improve access to finance LISBON STRATEGY 2. Facilate innovation and Promote enterpreneurship

Slide20: 

DECILOR ECONOMIC INTELLIGENCE SET UP Pierre Bourgogne & Hélène Bisaga (3i-Lorraine)

Example of intervention in textile sector (1): 

Client: textile sector, entreprise manufacturing support stockings Objective of information inquiry : improvement of the added value of support products (or development of new products) based on active pharmaceuticals or cosmetics to be added to the yarn or to the fabric that could be dispensed at skin level DECILOR Prestation: research of capsulable or graftable active cosmetics or pharmaceuticals and survey of information on liaison modes between avtive and textiles: Data base on comsetics ingredient - Coptis Ingredients of Advisanced Glossary of active actifs Etc. Example of intervention in textile sector (1)

Example of intervention in textile sector (2): 

Example of intervention in textile sector (2) Client: string and rope manufacturing SME (for agriculture and packaging applications, riggings, technical yarns…) Objective of the information inquiry: the development of a new manufacturing activity of textile strips needs new materials purchasing. The purchase bureau has few information sources on existing supplyers and looks for a methodological support for finding new synthetic and technical thread supplyers. DECILOR Prestation: methodology for the identification of synthetic yarns in Europe: Information sources: exhibitions, companies data bases, specialised periodic, companies and news websites etc. ; methodology for research engines: operators, examples of request, etc. ; validation of the fund data.

Slide23: 

Objectives of DECiLOR set up Development of economic intelligence methods and applications to SMEs Contribution to the animation of industrial sectors DECiLOR is designed for SMEs with less than 250 jobs, with headquarters or decision centres in Lorraine belonging to 8 industrial sectors - metal mechanics - textile and clothing - wood related activities - nutrition, agro-food and non food, biotech - medical devices - glass - environment soils and water - hydrogen & fuel cells* - polymers and composites (start in 2006)

Slide24: 

DECILOR Global framework

Slide25: 

Mutual & individual fields

Slide26: 

Two main modalities One year testing Objective : l’entreprise intègre l’IE dans son fonctionnement Projects accompanying Objective : create a determining key success factor of the project and demonstrate the competitive advantage of Economic intelligence

Example of intervention: 

Example of intervention prospection, réseaux, demande spontanée… Partnership agreement for the next 12 months The company market, products, processes organisation Environmental context market and customers competition innovation processes and technologies Skills in EI Information research information managempent (diffusion, sharing, production, exploitation…) Information needs Competencises transfer, watch profile, information synthesis Project evolution

Slide28: 

Operational framework Sectorial watch centres Infomediaries

Role of the Sectorial watch centres SWC: 

Role of the Sectorial watch centres SWC Each industrial sector depends on a SWC. A SWC is usually a technological intermediary embedded in its industrial sector Each SWC hosts an infomediary who is member of the SWC staff.

Slide30: 

SWC business model

DECiLOR products (1): 

DECiLOR products (1) Examples of newsletters

Example of an exhibition report: 

Example of an exhibition report Techtextil / Avantex - Frankfurt (GE) – 8th of june 2005 Kynol Fibre Fireproof and insulating fiber. Applications: alternative asbestos de l'amiante, fiberproof textiles products, produsts resisting to chemicals, electrical applications Anti-odour products - X-Static Fibre made by Noble Fiber Technologies (USA): silver based fibre killer of microbes and bacterias. Associates (CND) : anti-microbe coating, fungicide & anti-acarian applicable, by extrusion (ex : polypropylen), by en pulverizing on non woven. Micro-encapsulation - FiberVisions (DN) : co-extrusion with micro-capsules for polypropylen. - micro-capsules : anti-bacterial, perfume (ex : limon), charcoal (efficient anti-odour against cigarets smokes). DECiLOR products (2)

Example of a seminar report : 

Example of a seminar report Coating and encapsulation of active principles Report of the seminar organised by Euroforum in Paris (FR) 30th november & 1st décember 2004 Agenda Definitions When / why use encapsulation Differents kinds of encapsulation Modes of delivering active principles - Mains coating matérials - Encapsulation & coating technologies - Micro-encapsulation for textile Exemples of textiles applications Textile delivering active principles on skin Textile screening UV Thermo-regulating textile Thermochrome textile Micro-capsuled thermo-sticking DECiLOR products (3)

Example of a state of the art : 

Example of a state of the art French market of orthopedic devices Actual situation - orthopedic devices market articular implants market in Europe & in the world, value chain and innovation in products an processes orthopédic surgery (articular implants and used materials) Innovations and current research - Innovations in bone fabric engineering (osseuse reconstruction and injectable materials, bones substitutes) Réglementations et normalisations Evaluation of health products and its reimbursement (social system) Electronic ressources (laboratories, leader businesses) - Bibliographiques sources DECiLOR products (4)

Example of web sites watch: 

Example of web sites watch Public bids (BOAMP Bulletin Officiel des Annonces des Marchés Publics) PROBLEMATIcs Research of bids related to the company profile (use of smart agents) Source utilisée : http://www.journal-officiel.gouv.fr/ Use of key words and use of the BOAMP descriptors PRODUCT Alerts screened by infomediary and e-mailed with the digital links Follow up of the selected companies DECiLOR products (5)

Example of tech watch: 

Example of tech watch Client: SME distributing medical devices PROBLEMATICS: Passivation of stainless steels in industry. PRODUcT : I. PROBLEMATICS II. DEFINITIONS: STAINLESS STEELS A. Specificities of Stainless steels 1. Les aciers inoxydables ferritiques 2. Les aciers inoxydables martensitiques 3. Les aciers inoxydables austénitiques : 4. Les aciers inoxydables austéno-ferritiques (duplex) 5. Principales nuances utilisées dans l’industrie B. Resistance to corrosion of stainless steels 1. La corrosion par piqûres et cavernes 2. La corrosion intergranulaire 3. La corrosion sous contrainte III. PASSIVATION: DEFINITIONS C. Introduction – La couche passive D. Comparison of decalaminage, cleansing, passivation 1. Décalaminage 2. Décapage 3. Passivation E. Processes: passivation coatings F. Standardisation G. 5 French & European standards 1. 4 Normes internationales V. FRENCH SPECIALIZED COMPANIES IN METALS PASSIVATION VI. DIGITAL RESSOURCES DECiLOR products (6)

Slide37: 

Recent evolutions Improvement of the valorisation of external info accessible (among other) via to DECiLOR by the internal knowledge of the actual situation : Knowledge Management DECiLOR as a key asset of the Strategic intelligence network : animation of the Lorraine’s network of Economic intelligence : Relie (Réseau lorraine de l’intelligence économique)

Slide38: 

KNOWLEDGE MANAGEMENT (pilot action story) CRITT BOIS (wood technological intermediary) Pierre Bourgogne Marc Lemaître (Critt bois)

Slide39: 

DECILOR Global framework (again!)

Slide40: 

The knowledge was mastered as well as the simple and low information flows The information system of CRITT Bois was simple, efficient and user friendly At the beginning it was easy! 4 people

Slide41: 

Information flows started to grow and weaknesses to emerge (internal and external staff turnover inducing losses of know-how...) Moreover, needs in organisation appeared The information system evolved slowly The system became more complex 12 people

Slide42: 

The networks and the needs increased

Slide43: 

Information flows skyrocketed, knowledge evolved far beyond technological knowledge Despite its growth, CRITT Bois became more and more vulnerable And the information system was dispersed! The system fund its limits 20 people

Slide44: 

KM approach assisted by an external expert (Polia Consulting) Financial support by the Regional Council of Lorraine The approach: Audit of all CRITT Bois actors Strategic KM diagnostic Strategic Plan of action The KM pilot action

Slide45: 

To implement a management methodology supporting the strategy To improve the level of services To structure and boost the information flows To analyse and to share knowledge; To capitalise know-how Objectives

Slide46: 

External global networks at the CRITT Bois

Slide47: 

Internal global networks within the CRITT Bois

Slide48: 

Are two complementary approaches Strategic Intelligence aims at providing companies with strategic and qualified information (external information and mainly electronic in our case) Knowledge Management is more based on tacit knowledge KM gives a wide-ranged vision of the internal tacit and tangible situation of an organisation and thus leads to a more efficient use of Strategic Intelligence Knowledge Management and Strategic Intelligence

Slide49: 

Shared vision of the CRITT project Personal networks Sources Press Web Watch Who does what ? Who knows what we can do? Human being = Memory + Meta-knowledge Individual Know how = vulnerability Inquiry about customer relations and their context Project Collective performance Transfer of knowledge Stake of the capitalisation Limits Domain of human being Domain of Tools Human being and tools

Slide50: 

External info management

Slide51: 

Internal knowledge management Personal networks Sources Press Web Watch Personal networks Sources Press Web Watch When I have a problem, I call my network of consultant agencies When I have a problem, I call my network of consultant agencies I use the personal network I have constituted during projects an d trainings I use the personal network I have constituted during projects an d trainings We all have a network of graduate classmates who start having professional responsibilities We all have a network of graduate classmates who start having professional responsibilities Fortunately, the person I replaced is not far and available. I can call him/her.

Slide52: 

LORRAINE’S NETWORK OF ECONOMIC INTELLIGENCE Pierre Bourgogne Hélène Bisaga (3i-Lorraine)

RELIE members: 

RELIE members Players of Economic development Regional Council of Lorraine Regional direction of the Ministry of industry Regional Chamber of Commerce and Industry Regional direction of the National Insitute of Industrial Property OSEO anvar (associate member) Players of Homeland and Economic security State services depending of the Defence Zone authority (Contre-espionage, Security branch…) Regional representative of the Ministry of Finances (customs, paymaster…) Animation 3i Lorraine (DECiLOR)

RELIE’s objectives: 

RELIE’s objectives Co-ordinated answers to enterprises in their use of EI : communication cross professionalisation elaboration of a co-ordinated methodology of intervention towards SMEs (isolated, clustered, competitiveness clusters…)

Specific problematics of the Competitiveness clusters: 

Specific problematics of the Competitiveness clusters Security of the exchanges Shared and respected rules of games Collective mutualisation, sharing, work, innovation…creation of knowledge

Slide56: 

CETISME Cooperation to promote Economic and Technological Intelligence in SMEs Pierre Bourgogne Sophie Torloting (Regional Council of Lorraine)

Slide57: 

CETISME Cooperation to promote Economic and Technological Intelligence in SMEs Objectives - To identify the different initiatives and methodologies of Economic Intelligence for SMEs; - To benchmark the identified methodologies and initiatives of EI; - To transfer good practices to the actors of economic development in regions and companies through regional workshops and to other European regions through a seminar in Madrid on November 2002; - To look for ways of transnational cooperation in the field of economic intelligence and that could imply the participation of SMEs.

Slide58: 

Outputs of the project A guide of Economic Intelligence released in English, Spanish and French composed of A first part raising the awareness of beginners by a presentation of EI, of its implementation, of the ways it is practiced in European SMEs. This part aims at spreading the practice of EI A second part helping practitioners with EI practices: identification of their needs in information, methodologies for search of information, analysis and dissemination of information CETISME Cooperation to promote Economic and Technological Intelligence in SMEs

Slide59: 

Consortium Communidad de Madrid & iDeTra ES (lead partner) Regional Council of Lorraine FR University of Coventry UK Pisa research consortium IT CETISME Cooperation to promote Economic and Technological Intelligence in SMEs

Slide60: 

Français http://www.cr-lorraine.fr/conseil_regional/interventions/economie/guide_ie/guide_ie.pdf Castillano http://www.madrimasd.org/informacion/publicacion/doc/15_InteligenciaEconomicaTecnologica.pdf English http://madrimasd.org/circulosInnovacion/cetisme/CETISME-ETI-guide.pdf

Slide61: 

STRATINC PROJECT INTERREG III C

Slide62: 

Lead partner: Lorraine (FR) – REGIONAL AUTHORITY (CRITT Bois, 3i-Lorraine, CEIS) Consortium partners: Northrhine Westphalia (DE) – ZENIT Central Macedonia (GR) – URENIO Tenerife (ES) – MANNORTE Murcia (ES) – INFO Oslo (NO) – OSLO TEKNOPOL Consortium STRATINC Strategic Intelligence and Innovative Clusters

Slide63: 

Improvement of the strategic and anticipative dimensions of clusters and individual (clustered) SMEs Identification of the collective needs for information mastering (strategic intelligence and knowledge management) Awareness raising on the importance of the long term dimension (foresight) Improvement of the co-opetitive attitude (the farer the client, the easier the co-operation) Identification of methods, tools and practices (benchmarking) Strengthening of innovation and competitiveness through human capital Tuned experimentation at regional and sub-regional level Objectives STRATINC Strategic Intelligence and Innovative Clusters

Slide64: 

Development of clusters or identification and support for creation of potential clusters Collective profiles of information needs by clusters Real size demonstration (pilot strategic information platforms) Sustainable business plan STRATINC Strategic Intelligence and Innovative Clusters Outcomes

Slide65: 

Key steps of clusters building STRATINC Strategic Intelligence and Innovative Clusters

Slide66: 

Intelligence platform definition strategy STRATINC Strategic Intelligence and Innovative Clusters

Slide67: 

Intelligence platform main functionalities STRATINC Strategic Intelligence and Innovative Clusters

Slide68: 

Intelligence platform tools selection STRATINC Strategic Intelligence and Innovative Clusters

Slide69: 

CONCLUSIONS

Slide70: 

High demanding consensus Short term ROI difficult to demonstrate (politically and economically) Needs in VISION, CHAMPION(s) Adaptability, flexibility, business drive, plasticity Time and money consuming

Slide71: 

Lorraine public knowledge on innovation

Slide72: 

THANK YOU FOR YOUR PATIENT ATTENTION pierre.bourgogne@cr-lorraine.fr