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Regional Case Studies of DIHs: Modes of Organization and Implementation

This study explores the modes of organization and implementation of Digital Innovation Hubs (DIHs) in six EU regions. It complements a survey and online catalog of DIHs and includes interviews with RIS3 and DIH managers. The focus is on DIH set-up, interaction with the innovation ecosystem and smart specialization strategies, and funding sources and coordination.

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Regional Case Studies of DIHs: Modes of Organization and Implementation

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  1. Regional case studies of DIHs Jens Sörvik

  2. Context of study • DIHs – relatively new policy concept • Explore DIHs from six EU regions to better understand modes of organization and implementation • Complement to survey and DIH online catalogue • Interviews with RIS3 and DIH managers • Focus on: • DIH set-up • Interaction with innovation ecosystem and RIS3 • How regions could better benefit by DIHs • Funding sources and coordination

  3. DIHs and location

  4. Organising the hub • No prescription of DIH - variety of set-ups • Beneficial – fewer limits for regional adaptation • Challenge – harder to predict • Embed in regional context & innovation system • Align with innovation and digitalisation initiatives • Clearly identify and respond to industry needs • Match-make digitization demands and needs – think multisided platforms “The DIH concept was well aligned with what VDTC already was doing – to promote digitalisation in the region. It is different from a DIH in terms of its structure, as there are no underlying external stakeholders being part of VDTC, but its role in the region is the same – a central node for digital activities” (Interview)

  5. Links with Smart Specialisation Strategies • All DIH take part in RIS3 processes - also design for coming period • Almost everyone perform services aligned and funded under ERDF/RIS3 • Some have leadership for priority area • Many are also part and provide feedback to strategy process • Been part in RIS3 design • Some have also been outcome of RIS3 process. “We began as a part of the smart specialisation strategy, it was very important, because we came directly from it” (Interview) Andalucia “We would like to see the regional DIH(s) to be closer partner(s) in the policy efforts concerning digitalisation of the local industry and more specifically of the Agri-Food sector.” (CERTH)

  6. Funding for the hub • Funding is challenging, both for DIH and for beneficiaries • DIH concept opens up additional opportunities for funding • Can contribute to fragmentation of complex system • Beneficial with coordination at regional level – RIS3 • ERDF has been quite central for these DIHs • Multiple funding sources – some independence for DIH, but can struggle to meet many commitment • Different sources for different purposes, ERDF digitalization mature industries, h2020 for more cutting edge. • DIH – Frankenstein’s initiatives “We designed services to meet the demand from our region, and it is mainly about satisfying market needs. All activities should be targeted at fulfilling our strategic goals. If a single entity can provide a service on its own, it should not be an activity for the hub.” HPC4Poland

  7. Digital maturity • Balance basic and general digitalisation for existing and promotion of cutting-edge technological solutions • Leaders and laggards /General and specific /established firms and start-ups • Some try to meet both, others opt for either dimension. • SmartIC Robotics balance broad digitalisation support with advanced innovation services, connect established firms and universities and support start-ups. • Northern Ostrobothnia and CERTH focus on new technologies rather than digitalising ‘non-digital’ industries. “When focusing on building services, we focus on companies that already know what they need. There is an even bigger market out there that we don’t know yet. We don’t have the resources to go around and define their needs with them.” SmartIC

  8. Geographical scope and collaboration • Most DIHs origins are regional, but has then developed further national and global links. Some (CERTH) has had more important global links. • Desire to develop further external links - to attract expertise and engage regional actors in international projects. • Challenges in funding extra-regional expertise. • Language can be an issue though – DIHs as intermediaries in EU-wide network • In Finland - national networks (e.g. AI) with different regional hubs taking on different specialisedtasks of Hubs along certain themes. “Instead of regions doing it by themselves maybe there should be EU-wide competition around sectorial specialisations, [..] to identify the best centres in different sectors” (Oulo)

  9. Thank you! Jens Sörvik Email: Jens.sorvik@skane.se

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