Upload
elmer-phelps
View
216
Download
0
Tags:
Embed Size (px)
Citation preview
STRATINC Interreg III C: Tenerife meeting
Knut Halvorsen Manager Oslo Teknopol IKS7th and 8 th April 2005
The Oslo Biotech Cluster
Background
• High indirect independency on petroleum (”Kuwait” economy)
• Science based region (50% of Norways R&D)
• Low innovation rate (2 – 3% from R&D)
The process – RITTS
• RITTS – Negotiations: Fall 1998• Stage 0: Through 1999: Concensus• Stage 1: Though 2000 : Analysis• Stage 2: First half 2001: Implementation• Result: June 2001: Final report
• Methodology: Internal and external experts
• Organisation: Integrated in the main decision structure in the region.
Defintion: Technopole
• « Supporting a territorial development policy based on innovation, a technopole favours cross-fertilisation. Creation of innovative activities, animation and networking of competences, territorial marketing, are the components of the technopolitan dynamics »(France Technopoles Entreprises Innovation)
Oslo Teknopol - organisation
• Owned by Oslo and County of Akershus
• 13 employees (social sciences)• Budget of NOK 16 mill.• Theoretical approach: Clusters • Strategy: Technopole • Methodology: Governance• Vision: Oslo Teknopol shall – in
cooperation with others – work towards making the Osloregion one of the most innovative regions in Europa by 2010.
The strategies: ”Bottom up” and Clusters
• Martime,• Energy and Environment• ICT• Life Science, • Art and Design
Life science
Maritime
Art, design, film & architecture
Energy & environmental technology
Information & communication
technology
Clusters, interfaces and facilitators
TTO
Innovation companies
Innovation networks
Reasearch Parks & incubators
Life Science in the Oslo region – key players
Symbols: Universities/higher education insitutions: 3
University hospitals: 5
Resarch instiutions including Centres of Excellence: 10
Science Parks: 2
Commercial inst: 3
Companies: 1 157
Regional networks: 3
Norwegian Bioindustry Association
Medcoast Scandinavia
Oslo/Göteborg
Medicon Valley
Stockholm/Copenhagen
4. Life science
Leder: Professor Kaare Norum
MedCoast Scandinavia OptiNose AS
Glaxo Smith Kline Clavis Pharma
Astra Zeneca Dynal Biotech ASA
GE – Vingmed Ultrasound GenoMar ASA
Biomedisinsk Innovasjon Dag Dvergsten AS
Birkeland Innovasjon PubGene
Bioteknologisenteret i Oslo Interagon
Norges Vetrinærhøgskole Sim Surgery
Høgskolen i Akershus
Radiumhospitalets Forskningsstifelse
Fondsfinans
OT ved Knut Halvorsen og Therese HolmThorvaldsen
Summary, challenges to be discussed
• Complex institutional structure
• Non codified knowledge• Do not share core
business ideas• Trust (F2F meetings)• PSIPs is one of many
tools.