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Entrepreneurial discovery process (EDP) management
Published on 05 July 2019
France
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About this good practice
In the Centre-Val de Loire, we use the logic of EDP, whereby stakeholders’ interaction is used to open new techno-economic opportunities and to inform regional decision-making, through two different policies, but with the same approach :
• RIS3
• EIP-AGRI (European Innovation Partnership for Agriculture)
Involving the actors of the quadruple helix in policy design, then in its implementation is an innovative approach to increase the public policy efficiency by adjusting the instruments to the user’s needs. In the two already mentioned policies the users are the entrepreneurs and the farmers.
The main purpose was to use a change management strategy not only for the policy design but also to facilitate its implementation, by
• Anticipating resistances: mapping all actors and predicting their reaction
• Adopting and explaining the methodology to select and implement S3 priorities. In particular, it is very useful to appoint coordinators for each priority (if possible both from economic and academic worlds).
• Assessing and communicating the added value provided by the changes and the commitment of the stakeholders
Furthermore, the RIS3 monitoring and the dialogue with the stakeholders helps to identify progress tracks on which to work.
• RIS3
• EIP-AGRI (European Innovation Partnership for Agriculture)
Involving the actors of the quadruple helix in policy design, then in its implementation is an innovative approach to increase the public policy efficiency by adjusting the instruments to the user’s needs. In the two already mentioned policies the users are the entrepreneurs and the farmers.
The main purpose was to use a change management strategy not only for the policy design but also to facilitate its implementation, by
• Anticipating resistances: mapping all actors and predicting their reaction
• Adopting and explaining the methodology to select and implement S3 priorities. In particular, it is very useful to appoint coordinators for each priority (if possible both from economic and academic worlds).
• Assessing and communicating the added value provided by the changes and the commitment of the stakeholders
Furthermore, the RIS3 monitoring and the dialogue with the stakeholders helps to identify progress tracks on which to work.
Resources needed
As all coordination systems, the resources to be mobilised are essentially human. It involved 2 people for the coordination of the ecosystems and of course the involvement of the stakeholders
Evidence of success
The EDP allowed the policy to more easily change and focus the policy mix on some priorities.
More than half of this funding (56%) directly went to the “vertical” priorities (DPS) in the European (ERDF OP) and regional policies: this ensured that prioritization does not end up diluted into a too wider set of generic instruments.
Since the adoption of the RIS3, a new tool has been designed: “Ambition R&D 2020” grants which are projects clearly connected to a RIS3 priority and worth up to €10M
More than half of this funding (56%) directly went to the “vertical” priorities (DPS) in the European (ERDF OP) and regional policies: this ensured that prioritization does not end up diluted into a too wider set of generic instruments.
Since the adoption of the RIS3, a new tool has been designed: “Ambition R&D 2020” grants which are projects clearly connected to a RIS3 priority and worth up to €10M
Potential for learning or transfer
As the EDP is a change management strategy the main risk is to not to be followed by the “sponsors” of this change who should be the regional authorities at the highest level.
The participatory governance approach demands that the public sector acts as a platform to enable targeted stakeholders’ interaction and policy coordination.
Furthermore, these responsibilities are often new to policy-makers across governmental levels. The way that public authorities deal with these tasks has a direct effect on the way in which the EDP can be organised, raising questions related to responsibilities, capacities, management of stakeholders, the impact of political changes and the ability of the public sector to engage in activities that present risks.
The participatory governance approach demands that the public sector acts as a platform to enable targeted stakeholders’ interaction and policy coordination.
Furthermore, these responsibilities are often new to policy-makers across governmental levels. The way that public authorities deal with these tasks has a direct effect on the way in which the EDP can be organised, raising questions related to responsibilities, capacities, management of stakeholders, the impact of political changes and the ability of the public sector to engage in activities that present risks.
Good practice owner
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ProjectManagerRegionalInnovationStrategyforSmartSpecialisation