Innovation policy in the
South Moravian Region:
Visions 2000 – 2020
Jan Slovák
Masaryk University, Brno
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Main vision: to become a region with a strong
Innovation Technology Profile
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Main vision: to become a region with a strong
Innovation Technology Profile
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Regional Human Recources
80 000 HE students, 6000 researchers
3% of regional GDP invested in R&D (1,5% private)
400+ companies with strong own R&D
Common strategies
Reasonable specialization:
• 30% of world market in
electron microscopy
• 39% world market in
antivirus business
• Strong ICT, Life Science,
and Engineering
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Regional Innovation Strategy I-IV
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Brno Industry Zone – Černovice (since 2002)
Includes: Acer Czech Republic s.r.o., AU
Optronics (Czech) s.r.o., Bodycote HT s.r.o.,
Bomar, s.r.o., Bosh Rexroth, s.r.o., Daido
Metal, s.r.o., Daikin Device CR, s.r.o., Darfon,
Edwards Services, s.r.o., Ergozet, s.r.o., FEI,
s.r.o., Fermat CZ s.r.o., Honeywell spol. s
r.o., Kompan Czech Republic s.r.o., Kühne +
Nagel, spol. s r.o., Lagermax spedice a
logistika s.r.o., Maehler & Kaege Systems
s.r.o., MIELE,spol. s r.o., ModusLink Czech
Republic s.r.o., Nitto Denko, s.r.o., Raben
Logistics Czech s.r.o., RR Donnelley,
Seaborne Plastics s.r.o., Stannah Stairlifts
Limited, org. sl., Tyco Electronics Czech,
s.r.o., Visko Teepak, s.r.o., Wistron
InfoComm(Czech), s.r.o.
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South Moravian Innovation Center (since 2003)
Created by Region, City, and 4 universities
Manages the procedures related to RIS1-4
Runs Technological Incubators and Innovation Parks
Takes care of networking mobilizing the regional
innovators/startups
Cooperates with companies and universities seeking for
optimal match
Seconded by South Moravian Center for International
Mobility (since 2005)
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Czech Technological Park in Brno
JIC
CEITEC
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The Campus in Brno - Bohunice
BioTech Incubators
CEITEC
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… includes Central European Institute of Technology
Grand Opening
September 2014
The MU part of
CEITEC (Life
Science, Medicine)
The entire project
bridges Life Science
and Material Science
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Selected achievements 2001 – 2014
110 supported startups, 500+ hi-tech jobs there
€ 1 mill. + of VC investments/year
16 000 + stable jobs through foreign investors
• € 700 mill. Struct.
Funds investment
in public R&D
• 39 top positions for
foreign researchers
via SoMoPro
• € 1 mill. talent
support / year
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Privat R&D expansion example – Honeywell
Aerospace , Turbo Technologies, Automation & Control
Solutions
Over 1300 engineers with strong multi-disciplinary skills,
85 % Electronics, Mechanical, Software, Materials,
Systems and Program Management Engineers have a
master’s degree or PhD
28 different nationalities
State-of-the-art infrastructure: 33,000 m2 – set up in
2003, new buildings 2008, 2010 and 2013
The most advanced equipment, biggest Honeywell R&D in
Europe
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Privat R&D expansion example – FEI
1993 Established Delmi, 1996 Merger Philips EO and
Delmi, 1997 Philips EO + FEI merged into FEI Company
2011 Brno is largest within FEI (R&D, manufacturing)
Manufacturing excellence center with about 60% of
system revenue, R&D excellence center maintaining over
45% company revenue
2014 FEI open new business hub 27000m2, 8500m2 clean
room, WW largest EM factory
About 600 employees, 120 in R&D
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Privat R&D burst example – TESCAN
1996 First digital scanning electron microscope (SEM),
1999 BVV – First SEM developed completely in TESCAN –
VEGA, 2007 First SEM – FIB VEGA (start of collaboration
with Orsay Physics), 2009 Establishment of the sales and
service daughter company TESCAN China, 2010 TESCAN
USA, 2013 merge with ORSAY PHYSICS, TESCAN UK …
Now 230 employees in Brno + 28 in USA + 24 in China
+ 53 in France + …, >$60 mill turnover / year mostly
invested back into company R&D
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Regional Innovation Strategy I-IV
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Next vision?
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Strategy for RIS4 (2014 – 2020)
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Strategy for RIS4
(2014 – 2020)
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Lessons learned so far …
keep strategic focus (specialisation), but do not forget
variations
robust governance structures must ensure flexibility of
the strategy
include and develop international contacts
be close to the policy research (CRA, S3 Platform, etc.)
manage strategy as a portfolio project management
have the best people on boards
documents and processes are not enough, we need to
develop people’s minds
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