Libro Blanco Vol I en Ingles

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TOWARDS A NATIONAL INNOVATION STRATEGY FOR COMPETITIVENESSVOLUME 1Strategy to bear fruits. This has been demonstrated by the experience of other countries that have succeeded inimplementing long-run innovation strategies with an agreed vision.PROPOSALS FOR THE NEW INSTITUTIONAL FRAMEWORKA systemic vision is not only required to create policies and evaluate them, which provides the basis forthe formation, role and attributes of the Council, but it is also required in the implementation of policies, whichmust ensure good performance down to the details. Moreover, given that in the area of innovation both thesystem and the Government learn by doing, it is desirable that there is also a systemic vision from theGovernment about what is occurring, with the subsequent capacity to evaluate that task.The analysis undertaken by this Council during 2006 revealed that it is essential that the government getinvolved in this task and committed at the highest political level and, for that, we believe that the mostefficient formula is the creation of a Council of Ministers 81 for Innovation in the Government that is at leastcomprised of the Ministers of Finance, Education and the Economy and presided by the latter. The person whopresides should be the person clearly responsible for the endeavours of the government in the formulation of theStrategy adopted, placing special emphasis on the tasks of coordinating the actions of various public institutionsin this area and avoiding the problems of agency.In order for this person to thoroughly fulfil his/her allotted role of forwarding the Strategy, he/she shouldnot only possess a high capacity of strategic management, combining the functions of aligning the executorsaround the Strategy with vertical coherence control tools, but he/she should also be the administrator of thegeneral budget for innovation 82 , through the signing of performance contracts, executing them correctly orthrough the “purchase of services” from other public agencies or Ministries.Lastly, it is necessary to clarify that a good institutional framework model capable of dealing with thegovernability of the system should, above all, avoid duplications in decision making and ensure absolutestrategic coherence. In this sense, understanding the problem in its entirety would correspond to the InnovationCouncil, while the operational definitions in the various spheres of innovation –such as human capital, businessinnovation or science – should be made by the Ministries through their agencies, guided by the reflections ofexperts in each of the areas.It is essential that the governmentget involved in the task of innovationwith a level of commitment at thehighest level. For this, theGovernment needs to appointsomeone clearly responsible forensuring the implementation of theinnovation strategy adopted and thatminimizes the problems of captureand agency.81 For its proposal, the Council took into account the need to look for a balance between the problems of agency and dynamicinconsistency within the government.82 Operating as a Cost Centre.107
TOWARDS A NATIONAL INNOVATION STRATEGY FOR COMPETITIVENESSVOLUME 1Along the same lines, the model of Councils or Boards of Directors for specific policy decision-makingshould be strengthened, transforming them into professionalized and non-compartmentalized groups, whosegreatest value lies in defining the best way to contribute from their parts to the concrete creation of a globalstrategy. In Chapter 2, the need arose, for example, for the recommendations that define the allocation ofpublic resources in areas such as basic science or technological transfer to not only have competition to ensuretransparency and pertinence in the provision of funds, but also to have the capacity to determine as precisely aspossible what the magnitude of the public participation should be, in order to avoid leaving room for rentcaptureor cronyism. The appointment of the members of these Councils should be made by the agencies inagreement with the respective Ministries, through procedures to ensure excellence.The Council has decided that the balance of interests that underlie the public-private make-up of theNational Innovation Council itself, should be maintained at all levels of the system. It is necessary to recognize,however, that the closer these bodies are to the reality of a sector, the value of the specific knowledge that itsmembers could and should have is greater, even though that also leads to an increased risk of capture. In theface of this, the Council has taken the decision to propose privileging specific knowledge and tackling possibleproblems of capture through adequate evaluation systems. This must undoubtedly be complemented withadequate methods of information flow 83 that allow them to get to know the work of other collegiate bodiesthat, in turn, allow these intermediate councils to be informed about the discussions taking place on a nationallevel and adopt the strategies or guidelines that arise from there.This formula prevents the members of the National Council from participating in other bodies, whichwould make them both judge and jury when evaluating the performance of or compliance with the InnovationStrategy, and structure a model of accountability in accordance with its needs.All of the above, however, must respect a basic need for flexibility. The agencies cannot be rigidexecutors, because, as has already been indicated, even though the analysis of market and State failures allowswhere and how public intervention is required to be determined, it is never possible to definitively define howfar that measure must go, which will depend on very specific conditions that can only be determined throughdirect contact with reality. Only agencies that are positioned nearer to the problems, are equipped to makethat level of diagnosis, which can allow them to provide unforeseen added value over what they were originallyAs a counterpart to the InnovationCouncil, a proposal is made to setup a Council of Ministers in theGovernment comprised of, at least,the Ministers of Finance, Educationand the Economy, and chaired bythe latter. The Minister chairingmust be the person politicallyresponsible for forwarding theinnovation strategy to which thegovernment is committed.83 This may mean holding special hearings, information or work meetings, invitations to representatives of other councils to specificsessions of the National Innovation Council, or other formulas.108
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