Leena Sarvaranta, David Payne, Pekka Salmi, Esa Nykänen
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PRESENTATION OUTLINE
• General thinking in 1999/2000 leading to Constrinnonet
• Learning process during Constrinnonet Project
• Conclusions from Constrinnonet Project
• Recommendations for stakeholders
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Economy Social factors
Politics
Technology Media Standards
Values Environment Legislation
Channels
Competitors Investors Customers Partners Owners
Suppliers End users
Contextual environment (Factors)
Own operations (Actions)
Given factors
Factors to influence
Controllable factors COMPANY/GROUP
Business idea, vision, strategy, operations and measurement
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CONSTRINNONET - Aim 2000
• Develop instruments increasing input-output ratio of construction sector R&D
• SMEs innovate faster
• Risk is reduced
• Process control from idea to implementation is improved
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CONSTRINNONET - Objectives 2000 (1/2)
• Mechanisms behind successful innovation and strategies for transfer into wider practice
• State-of-the-Art knowledge base
• Tools to manage technology development
• Procedures for sharing risks and benefits
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CONSTRINNONET - Objectives 2000 (2/2)
• Methods for service providers to assist spreading mechanisms to construction SMEs
• Best procedures and practices to assist companies and promote practical application
• Information exchange between projects and clusters for complementary and synergy benefits
• Benchmarking among European companies
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CONSTRINNONET - Vision
CONSTRINNONET
• O verall service
• One-door stop linking service providers (assistance, inform ation, research, m anagem ent, market studies, funding, etc.)
SM E1
LARGE COM PANIES
SM E2 SM E3
Vision of the Future: Overall service embracing SM Es
→ SM Es make better use of services available
→ Innovation process is speeded up
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DIFFERENT LEVELS AND DIFFERENT STRATEGIES
Service
provision SMEs
Policy making
Implemen- tation
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Different strategies at different levels and by different actors
Awareness&
stimulation activities
Information supply
Knowledge interchange
Establishment and consolidation of
Relationships
Tech.&
business co- operation
Extensive level
Intensive level Local/ regional
implications EU implications
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Policy making
Implementation
Service provision
SMEs
Contextual environment (Factors)
Given factors
Factors to influence
Controllable factors Own
operations (Actions)
BSO
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INSTRUMENTS AND TOOLS
Service
provision SMEs
Policy making
Implemen- tation
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Big Picture with many stakeholders Big Picture
with many stakeholders
Analysis with key people Analysis with
key people Operational solutions with pragmatic people Operational solutions with pragmatic people
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DRIVERS AND BARRIERS FOR INNOVATION
Actors Drivers Barriers
Society at large Ageing population, ageing infrastructure, safety & security, competitiveness
Mindset: general short-term thinking, lack of vision, lack of information?
Policy-makers and implementors
Policies, legislation and regulations (employment, health &
safety, environment, energy)
Mindset: Is government really interested in development?
Service providers Serving the purpose:
Provision of support, knowledge &
technology transfer, solutions
Skills and mindset: is public service provision nationally or globally oriented?
SMEs Business drivers
(business environment, competition,
globalisation) Technology drivers (R&D, digitalisation, ICT)
Mindset: short-term thinking in firms, lack of risk-taking, lack of skills and competencies?
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VISIONING THE FUTURE - Critical questions (1/3)
• Does short-term thinking drive the strategic decisions in companies and society?
• Who is investing in long-term technology development?
• Where are innovation leaps emerging?
• Where are new business concepts being developed?
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VISIONING THE FUTURE - Further questions (2/3)
• Are stakeholders ready for the change?
• Is management nationally or globally minded?
• What is the real government interest in development?
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VISIONING THE FUTURE
- Towards the Knowledge Society? (3/3)
• Knowledge is created through interaction among those people who have different contexts
• Complexity is raw material for innovation
• Knowledge creation can be capital-intensive industry and someone must invest in it
• … and where are construction SMEs in the Knowledge
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STAKEHOLDERS
Service Provision
• Reseach Institutes
• Universities and Polytechs
• Public Service Providers
• Public and Private Intermediaries
SMEs:
• Value Chains
• Networks
• Subcontractors
• Associations
Service
Provision SMEs
Policy Making
Policy Making:
• Commission
• Parliament
• Council
• Member States
Implemen- tation
Implementation:
• EU Financial Instruments
• Governments, Ministries
• Regional Administrations
• Public Funding Bodies (national, regional)
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RECOMMENDATIONS - Service Providers (1/2)
• Promote innovation in business support through new services, which address the changing needs of SMEs.
• Promote many different aspects of the innovation process in construction, not just R&D.
• Consider innovation and R&D as tools for companies to gain competitive advantage in the market.
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RECOMMENDATIONS - Service Providers (2/2)
• Focus on business opportunities when interacting with companies (e.g. Brokerage activities with SMEs).
• Identify regional resources, capabilities and strengths and make use of them in projects for innovation at EU level.
• Avoid one-size-fits-all solutions to the problem of innovation in construction.
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RECOMMENDATIONS
- Policy-making and implementation at EU level
• Initiate specific innovation efforts for construction in EU
• No specific innovation efforts for construction have been taken in Europe at policy level, so far. However, there are several important policy drivers that affect the sector and business firm in the sector.
• Develop statistics about construction across EU
• There is no common protocol for the gathering, presentation and interpretation of data across the EU. Most of the available research draws on FIEC and Euroconstruct sources for broadly drawn data the macro level.
• EC sources have limitations on the availability of regional
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RECOMMENDATIONS
-Policy-making and implementation at national / regional level (1/3)
• Produce information about the industry at regional and sub-regional level
• Co-operation with other Member States and Eurostat
• Consider construction sector as a test bed for innovation initiatives.
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RECOMMENDATIONS
-Policy-making and implementation at national / regional level (2/3)
• Promote innovation in business support at strategic level
• new initiative, new methods of supply
• new-thinking and new government practices
• Promote innovation in business support at agency level
• new services, new methods of supply
• new thinking and new agency practices
• Develop communication channels from national to
regional to sub-regional levels
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RECOMMENDATIONS
-Policy-making and implementation at national / regional level (3/3)
• Include sector-specific support for construction at national, regional and EU-funded development programmes
• support for innovation and technology strategy etc.
• Run regional initiatives for SMEs without EU funding
• today EU funding figures prominently in most of these initiatives
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RECOMMENDATIONS - SMEs and Big Companies
• Make use of high quality of European R&D!
• Identify at least some common objectives and
strategies – and implement them together!
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Big Picture with many stakeholders Big Picture
with many stakeholders
Analysis with key people Analysis with
key people Operational solutions with pragmatic people Operational solutions with pragmatic people