Libro Blanco Vol I en Ingles

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TOWARDS A NATIONAL INNOVATION STRATEGY FOR COMPETITIVENESSVOLUME 1Concerning its relationship with the Innovation Council, the proposal is that it define macro-regions –understood as groups of regions based on the structure and competitive potential of the territories that have tobe reviewed every four years– that should constitute a natural space for harmonizing and making the regionalstrategies complementary with the National Innovation Strategy for Competitiveness.The work of the Council with the regions would be implemented through an annual session of the Councilin each of these macro-regions, represented (with the right to express opinions) by the Intendants of the regionsthat comprise it, as the most senior representatives of the Government in their region and the Presidents of theRegional Agency for Production Development. This meeting should be mainly dedicated to evaluating theprogress of the strategy in each macro-region and the dialogue with businessmen, players and local institutions,both public and private, linked to innovation.TWO PILLARS: CORFO AND CONICYTIn accordance with the above, the Council upholds the position of its first report, recognizing a publicinstitutional framework for innovation based on two main pillars: Corfo and Conicyt. This is concordant with thedecision of basing the strategy on the existing institutional framework, making adjustments and improvementsthat mainly refer to clearly defining roles and overcoming the problems of coordination presently found, asoccurs in the national innovation systems of countries such as Finland, Germany and Norway, where there are alimited range of first-rate specialized implementation bodies.Corfo has been assigned the tasks of fostering innovation and technological diffusion. In other words,formulating all the initiatives that directly affect the incorporation of knowledge through new products in themarket, or of innovations in production processes within companies, including the pre-competitive innovationthat they carry out by themselves or through scientific-technological centres. Meanwhile Conicyt is responsiblefor actions targeted at fostering the development of scientific and technological activity in the country andforming first-rate human resources for research, development and innovation.The task now is to review the role of each institution, denoted through its specific programs, dependingon the market failures that are to be corrected. Special concern is given to the case of public technologicalinstitutes, whose mission – in the opinion of this Council – must be focused on the production of clearlyidentified public goods that are necessary to favour the innovation process in companies and scientifictechnologicalcentres. For this, it must preferably channel resources to pure scientific research programs andprojects or targeted at high national impact objectives.111
TOWARDS A NATIONAL INNOVATION STRATEGY FOR COMPETITIVENESSVOLUME 1BOX 1THE NATIONAL INNOVATION SYSTEMTogether with the agents that participate directly and indirectly in the introduction of new products andtechnological processes into markets, the NIS also incorporates public policy related to this kind of activities as well aspublic and private organizations, infrastructure and the legal framework facing the players.A first approach shows three types of activities occurring within the NIS: i) on the one hand, there is the creationof the innovation policy and funding for various activities related to science and education, technological research anddevelopment, and economic development and business; ii) on the other hand, there are those who actually carry out theinnovation activity, such as universities, companies, technological Institutes, etc.; iii) however, there are alsoinstitutions dedicated to linking the funding with those who carry out the innovation activity, generally referred to asintermediary agents.Thus, within the NIS there are three types of players depending on their nearness to the policies and funding or tothe implementation of innovation.a. Agencies, and policy and funding organizations: bodies responsible for the funding of R+D activities and, insome cases, for defining policy directions. Innovation policy is born on this level, where objectives are defined, as well asmeans and policy directions. The budgets for innovation activity are also determined here. These organizations are at thehead of the pro-innovation system in Chile.b. Intermediary organizations: Guiding policies and allocating R+D funding is delegated to these. Theseorganizations allow the policies and funding to be efficiently and coherently related with the various needs of the usersof the system. An example of an intermediary is Tekes in Finland or Chile-Innova in Chile. Located at the centre of thesupport system, they orchestrate technological policy. Their nearness to the lower levels gives them a greater link to theneeds of the “client”, which allows for more personalized and efficient dealings. However, it requires greater flexibilityin terms of decision making.c. Innovators and executors of R+D: These ultimately carry out the innovation activity. This group includesuniversities, non-profit institutions and firms dedicated to not-for-profit research, among others.112
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Libro Blanco Vol I en Ingles

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