The RIS exercise
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The RIS exercise. A matter of understanding, strategy and positioning. RIS INNPULSE Workshops April 10-12 2006, Vilnius Andrea Di Anselmo. The RIS exercise.

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The RIS exercise

A matter of understanding,

strategy and positioning


April 10-12 2006, Vilnius

Andrea Di Anselmo

The RIS exercise

An endogenous, bottom up process oriented towards the regional business community bringing to a shared, consensual set of policy actions to raise the quantity and efficiency of regional innovation activities whereby innovation activities refer to the creation, adaptation and adoption of new or improved products, processes or services.

The RIS policy making: Key features

The RIS should be

  • Demand–led

  • Consensus-based

  • Action-based

  • Public-private based

  • Outward & Forward looking

The RIS policy making: building blocks (1)



  • Raise awareness among regional stakeholders

  • Allow them to express their influence over priorities (move from stakeholders perception)

  • Build legacy and ownership of the strategy


  • Information and awareness raising campaigns, events

  • Discussion forums and knowledge circles

  • Working groups, brainstorming sessions, thematic workshops

  • Tables and Committees

The RIS policy making: building blocks (2)



  • Regional competitiveness analysis

  • Analysis of sectoral trends

  • SMEs demand-side analysis

  • Supply-side analysis


  • Opinion leaders & Working groups

  • Questionnaires and audits to SMEs and R&D organizations

  • Cluster mapping tools

  • Indicators and scoreboards

The RIS policy making: building blocks

Strategy setting

  • Prioritization process

  • Rank and select among different alternatives which are all potentially beneficial to your region

  • Position your Region within the global market

Therefore, before the choice is done:

  • Assess pros and cons for each alternative

  • Look forward (long term) and outward (what has happened and is happening somewhere else)your Region within the global market

The RIS policy making: building blocks (3)


  • Actions 

    • Identify regional excellences to be exploited and weaknesses to be tackled and associate pro’s and cons for each choice

    • Select a few clear and consistent priorities

    • Specify priorities into objectives and concrete actions (problems and objective trees)

  • While:

    • Adopting an international perspective (lessons learnt elsewhere, benchmarking)

    • Ensuring Measurability and accountability

Making the right choice: the Hamlet’s dilemma..

  • Targeting existing SMEs versus newly created SMEs,

  • Proximity and externalities versus diffusion,

  • Inward investment policies versus endogenous development

  • Technological or organizational innovation

  • Soft versus hard measures

  • Acceleration versus incubation

Knowing that…

  • A modern innovation policy needs to focus not only on technological innovation but also on organisational (new working methods) and presentational (design and marketing)

  • Innovation policy can be delivered through direct funding but also provision of knowledgeor regulations designed to explicitly affect innovation process

Being aware that innovation policy should not

  • Substitute market dynamics

  • Take over company’s business

And of principles of better policy making and delivery

  • A few clear and consistent priorities

  • A widely shared and understood vision

  • Forward looking, outward looking, innovative and flexible, evidence-based, inclusive, experience-based

  • Policy design which has taken into account implementation issues and knowledge of what works

  • Intensive support and training for policy makers and implementers

  • Clears lines of accountability

  • Learn from lessons


thanks for your attention