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Brainport Eindhoven region – the case of nanomedicine Dr Frans van der Zee, TNO Second OECD-TIP Workshop Smart Specialisation Strategies for Innovation-Driven Growth // Paris, 10-11 May 2012. Brainport Eindhoven region – key figures.
Brainport Eindhoven region – the case of nanomedicineDr Frans van der Zee, TNO
Second OECD-TIP Workshop Smart Specialisation Strategies for Innovation-Driven Growth // Paris, 10-11 May 2012
Industrial high-tech heart of the Netherlands, located in South-East
Eindhoven and 21 surrounding municipalities (SRE) = NUTS 3 region South-East Brabant
Part of European top technology region Zuidoost-Nederland (ZON) (South-East Brabant and Limburg)
Part of the Eindhoven-Leuven-Aachen triangle (ELAt)
Population: 735,000 people
Gross Regional Product: € 27 bn
R&D investment: € 2.2 bn (>80% private business)
region with the highest patent density per inhabitant in Europe
‘Brainport’ – one of three major pillars of the Dutch economy, together with Seaport Rotterdam and Airport Amsterdam
As a name, label and brand dating back to the early 2000s
Brainport is also well-coordinated and interlinked set of Triple Helix collaborative initiatives to strengthen the region’s economic and innovation base
Governance model Brainport has unique features, building on culture of entrepreneurship, co-operation & high trust, outward-looking / international connectedness
2011 “smartest region in the world (Intelligent Community Forum)
2010 Eurocities award in the category collaboration
Today:an open and innovative ecosystem
‘Brainport’ - active in highly dynamic global markets, characterised by:
High R&D-intensity (R&D expenditures and framework conditions)
High knowledge intensity (skills base!)
Embedded in and/or ‘orchestrating’ global value chains
Stronger competition on product markets, esp. in mass markets
Stronger competition for resources (e.g. carbon; rare earth metals)
Stronger collaboration – vital for survival
Brainport is smart specialisation ‘avant la lettre’
But how to prepare it for the next decade / decades?
Where do we stand today? indicators and qualitative judgement based on self-assessment, independent reviews/analyses
What will the future bring?
Foresight and intelligence – more with less?
Visions / ideas / leadership – not: “copy, paste”
Strategies / roadmaps
Putting visions / ideas into practice: entrepreneurship
Where are tomorrow’s markets and tomorrow’s niches?
What fits? Diversification? Modernisation? Transition/transformation?
How to extend and build new clusters?
How to satisfy need for upscaling and avoid ‘cannibalisation’?
Where can cross-fertilisation best occur?
Is serendipity something you can force / create / stimulate?
Getting the institutions right – triple helix, public-private partnerships, cross-border collaboration
Getting the policies right - EU, national, regional, cross-border (multilevel) / fiscal-subsidy / capital-labour / …
Cluster scale – network size / proximity / insourcing
Knowledge base (‘braindrain’ / ‘war for talent’)
Company portfolios & strategies
1) ‘home’/domestic market, 2) economies of scale
Focus on lifetec, health and homecare cluster
Key issues lifetec, health and homecare cluster
Extending / broadening the cluster – ‘future resilience’
ELAt – Brainport(multilevel)
cross-border aspects – EU & national opportunities
Institutional and policy renewal
Global value chain aspects
In the study, where possible, we’ll seek complementarities with the Flanders nanohealth case