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La gestione della conoscenza nella nuova economia

Genova 28 febbraio 2006

Ezio Andreta - Direttore

Commissione Europea, DG Ricerca –

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““The great turning points in human The great turning points in human history are often triggered by changing history are often triggered by changing

conceptions conceptions of space and time”of space and time”

The European DreamJeremy Rifkin, 2004

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OLD

Time : extended

Space: local

NEW

Time: zero (real time)Time: zero (real time)

Space: globalSpace: global

The fundamental The fundamental changechange

time efficiency zero

space dimensionglobal

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Efficiency

The new challengesThe new challenges

Need to reduce time and

resources

Sustainability

Subsidiarity

Simultaneity

Dimension

To achieve critical mass

to become competitive

Role/organisation

Concentration on added value

Fusion/integration

Collaboration/networking

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Sustainability Sustainability from macro to microfrom macro to micro

delocalisation of activitiesdelocalisation of activities

New roles and organisation New roles and organisation concentration concentration fusion/integrationfusion/integration

collaboration/networkingcollaboration/networking

… … from linearity to complexityfrom linearity to complexity… … from individual to system competitivenessfrom individual to system competitiveness

The responses

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Globalisation = worldwide interactions by stakeholders in real time

Simultaneity = Complexity

Collaboration = System competitiveness

… and therefore: solidarity between actors and zero externalities

What is globalisation?What is globalisation?

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Shares of World Manufacturing Output by Civilization or Country, 1750-2000 (in percentages.

World=100%)

Source:Mitchell Tseng, CIRP

Contribution to Global OutputContribution to Global Output

€€

Enterprise competition curve

QQ

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EU Manufacturing under EU Manufacturing under pressurepressure

Migration of manufacturing activities to lower wage economies

Deindustrialisation accompanied by loss of productive employment and R&D capability

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Cancellation of the ‘resource-based’ differences Cancellation of the ‘resource-based’ differences between competitors between competitors

Focus on Added ValueFocus on Added Value

Added Value products ≠ high-tech products

Role of knowledge: new factor of productionRole of knowledge: new factor of production

Towards new paradigms: the industrial mutations

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Transition from a «traditional economy» based on traditional resources (cost driven) to a new economy based

on knowledge (value driven)

The triplet « land – labour - capital » is replaced by knowledge – capital

…this implies moving from an economy of ‘quantity’ to an economy of ‘quality’, from an economy of ‘use and waste’ to a sustainable economy

Implications…

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From the first industrial revolution to the From the first industrial revolution to the

New Global Industrial RevolutionNew Global Industrial Revolution

In the globalised economy, EU industry must focus upon creating products with more added-value – it’s a question of survival!

Such a transition is producing discontinuities in: products, industries, people and approaches

Manufacturing: Manufacturing: the Futurethe Future

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OLD INDUSTRIES

(resource-based)

Compact enterprise Production chain Mass production Quantity driven Resource-intensive Production/cost driven Linear approach (Taylorism in

production)

NEW INDUSTRIES

(knowledge-based)

Extended enterprise

Network of suppliers

Focus to added value

Quality driven

Brain intensive

Demand/value driven

Simultaneous approach

The fundamental The fundamental changeschanges

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Delocalisation Delocalisation of traditional industries towards areas where of traditional industries towards areas where labour and environmental costs are less constraininglabour and environmental costs are less constraining

Dematerialisation Dematerialisation of production and organisation of production and organisation

Novel activities and Novel activities and new generation of high-tech industriesnew generation of high-tech industries

Disappearing Disappearing of some industriesof some industries

The shift from labour-intensive to knowledge-intensive operations The shift from labour-intensive to knowledge-intensive operations modifies modifies jobs and skillsjobs and skills required required

Transition phase = crossing Death Valley

Phases

Conditions

Finance

Initial

Favorable

Start up

Spin off

Growth

Adaptation

Venture Cap.

Business angels

Developm.

Optimisat. resources

Cash flow

Loans

Critical

Knowledge

relevance

Loans

End of life

Loss

Debts

Tu

rnover

Tu

rnover

Enterprise life curve

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Research, Technology and Innovation can be key contributors for Research, Technology and Innovation can be key contributors for reversing the trend !reversing the trend !

The SolutionThe Solution

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Societal Issues

KnowledgeGeneration

Encourage Innovation

Education and Training

Infrastructure

A Competitive R&D System

Industries Universities Research inst. Finance Policy makers

Ethics, health & safety Information + dialogue Acceptance

Interdisciplinarity Entrepreneurship

Fiscality Finance Patents, IPRs Norms/regulations Administrative rules Demand

Governing the changesGoverning the changes

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Governance of changes

Landmarks are disappearing. Landmarks are disappearing. New ones have to be found.New ones have to be found.

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Managing the forces of globalisation

the European way

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• System Competitiveness• Networking• Full and global Mobility• Attractiveness• Complexity

5 Globalisation 5 Globalisation PrinciplesPrinciples

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1. Quality of life

2. Research and innovation

EU attractiveness

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EU-25 US Japan

R&D intensity (% of GDP) (3) 1.97 2.59 3.12

Share of R&D financed by industry (%) (2) 55.9 63.1 73.9

Researchers per thousand labour force (FTE) (3) 5.5 9.0 9.7

Share of world scientific publications (%) (3) 38.3 31.1 9.6

Scientific publications per million population (3) 639 809 569

Share of world triadic patents (%) (1) 31.5 34.3 26.9

Triadic patents per million population (1) 30.5 53.1 92.6

High-tech exports as a share of total manufacturing exports (%) (3) 19.7 28.5 26.5

Share of world high-tech exports (%) (2) 16.7 20.0 10.6

Note: (1) 2000 data (2) 2002 data (3) 2003 data

European weaknesses

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R&D expenditure of foreign affiliates, Average annual growth (in % from € PPS)

13,6

2,1

22,0

1,9

1997-1999

1999-2002EU affiliates of US firms

US affiliates of EU firms

Attracting Mobile R&D -U.S. rather than Europe…

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Low cost + high tech

Dynamic technology and product markets

-

100

200

300

400

500

95 96 97 98 99 00

US overseas R&D expenditure in China, Hong-Kong, Taiwan & Singapore (Million € PPS)

Attracting Mobile R&D -…Asia rather than both

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Mediocre career prospects

Segmented labour markets

24,2

5,4

18,5

9

23,1

10,1

0 5 10 15 20 25 30

Share of Science andEngineering graduates

(% of new degrees, 2003)

Researchers per 1000 labourforce (full-time equivalent, 2003)

EU-25

US

Japan

Attracting Researchers Many Graduates – Few Researchers

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More than wages : Opportunities

41 43

54

45 48

58

0

10

20

30

40

50

60

70

1990–93 1994–97 1998–2001

All non-U.S.citizens

Europeancitizens

Foreign Recipients of US Science & Engineering Doctorates with firm plans to stay (%)

Attracting ResearchersOne-way tickets to America

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0,14

0,28

0,15

0,77

0,0 0,2 0,4 0,6 0,8 1,0 1,2

EU-25

US

Seed / Early phase

Expansion phase

Lacking technology champions

Also public procurement, loans, etc.

High-Tech venture capital by stage (per 1000 GDP, 2003)

Financing TechnologyVenture Capital needs Expansion

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Objectives…

Increasing flexibility Reducing tangible investments

…by optimising 4 global Networks

Knowledge production net Component suppliers net Assembling net Demand net

Extended enterprise model

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Which role/implications for university?

EducationEducation Multidisciplinarity

ResearchResearch Knowledge creation (increase basic research and focus on

‘driver’/converging technologies)

InnovationInnovation Development of new relationships with finance

Spreading of knowledge/popularisation Increase credibility; dialogue

Science&Society

Governance Contribute to the transition

Local development Increase in knowledge use/application locally

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… and for industry?

FOCUS - Core business- Added Value- Miniaturization/security

REDEFINITION - Globalof ROLE - Niche

- Supplier- Assembling

ORGANISATION - New production paradigms- Global organisation- Flexible logistics

- Assembling relevance

- Knowledge integration

- New professional skills

NEW - AcademiaRELATIONSHIPS - Finance

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In order to maintain the present level of welfare, quality of life, sustainable development and social cohesion in EU, strong investments in knowledge

are needed!

Lines of actions:

More concentration (3 objectives) More convergence of EU policies More coordination with MSs

Rivisiting the Lisbon Declaration

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Sharing the vision of a new Sharing the vision of a new development pattern will lead to development pattern will lead to developing a strategic agenda developing a strategic agenda

and creating critical mass in the and creating critical mass in the long-termlong-term

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If one does not know to which port one is sailing, no wind is favorable. Lucius Annaeus Seneca

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Cooperation – Collaborative researchCooperation – Collaborative research

People – Marie Curie ActionsPeople – Marie Curie Actions

JRC (nuclear)JRC (nuclear)

Ideas – Frontier ResearchIdeas – Frontier Research

Capacities – Research CapacityCapacities – Research Capacity

JRC (non-nuclear)JRC (non-nuclear)

EuratomEuratom

+

FP7: from ERA towards RTD system

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9 Themes1. Health

2. Food, agriculture and biotechnology

3. Information and communication technologies

4. Nanosciences, nanotechnologies, materials and new production technologies

5. Energy

6. Environment (including climate change)

7. Transport (including aeronautics)

8. Socio-economic sciences and the humanities

9. Security and space

+ Euratom: Fusion energy research, nuclear fission and radiation protection

SP1-Cooperation – Collaborative research

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COOPERATION: Collaborative research

JETIs

ERANET and ERANET +

INTERNATIONAL COOPERATION

Instruments in FP7 for supporting manufacturing research

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European Technology Platforms

Concept:

Stakeholders, led by industry, get together to define a Strategic Research Agenda on a number of strategically important issues with high societal relevance where achieving Europe’s future growth, competitiveness and sustainable objectives is dependent upon major research and technological advances in the medium to long term.

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European Technology Platforms: follow-up

Majority of Strategic Research Agendas, where appropriate, taken into account in FP7 Themes

Some Strategic Research Agenda elements identified through dialogue with industry could become potential “Joint Technology Initiatives”

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In fields of major European public interest

Industry driven and wide stakeholder involvement

Six topics envisaged at this stage

Firmly anchored in Themes of the Cooperation Programme

Joint Technology Initiatives:

setting-up

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The 6 Joint Technology Initiatives proposed

Global Monitoring for Environment

and Security

Global Monitoring for Environment

and Security

Hydrogen and Fuel Cells for a Sustainable Energy

Future

Hydrogen and Fuel Cells for a Sustainable Energy

Future

Towards new Nanoelectronics

Approaches

Towards new Nanoelectronics

Approaches

Embedded systemsEmbedded systems

Aeronautics and Air Transport

Aeronautics and Air Transport

Innovative Medicines for the Citizens

of Europe

Innovative Medicines for the Citizens

of Europe

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The mission of MANUThe mission of MANUFUTUREFUTURE is to propose a is to propose a strategy based on research and innovation strategy based on research and innovation capable of speeding up the rate of industrial capable of speeding up the rate of industrial transformationtransformation in Europe, securing high added in Europe, securing high added value employment and winning a major share of value employment and winning a major share of world manufacturing output in the future world manufacturing output in the future knowledge-driven economyknowledge-driven economy..

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Drivers

Goals

Competition

Rapid technology renewal

Eco-sustainability

Socio economic environment

Regulation

Values – public acceptability

Time scale

Agenda objectives

Con-tinuous

Short-medium term

Medium term

Long term

Long term

Make/ delivery products services

Inno-vating

researchInnovating products

Transformation of industry Transf.of R&D

New added value

products and

services

New business models

Advanced industrial

engi-neering

Emerging manu-

facturing sciences and tech-nologies

Infra- structures

and education

Processes Standards

Manufuture SRA responseIndustrial transformation reference model

and roadmap for European enterprises

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Global impactLocal impact on regions

Manufacturing: Manufacturing: the expected impactthe expected impact

EU will be setting global standards in manufacturing efficiency, quality and sustainability