TCI 2015 The challenges of building an internationalisation strategy for a knowledge based institution: the case of Orkestra
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By Ibon Gil de San Vicente, presented at the 18th TCI Global Conference, Daegu, 2015.
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TCI 2015 The challenges of building an internationalisation strategy for a knowledge based institution: the case of Orkestra
- 1. The challenges of building an internationalisation strategy for a knowledge based institution: the case of Orkestra Ibon Gil de San Vicente Parallel Session 2.4: Successful Internationalization Strategies – Part 1
- 2. TCI 5th November 2015 The challenges of building an internationalisation strategy for a knowledge based institution: the case of Orkestra.
- 3. 3 Orkestra is a research centre Professionals (43% PhD & 8 nationalities) 322.6 million € (annual budget) Transformative research Analyse Reflect Evaluate Propose Generate change processes in the Basque Country www.orkestra.deusto.es competitiveness and regional development
- 4. 4 Why do we make this reflection 2006 beginning of Orkestra 2007 incorporation of the first foreign researchers 2009 main active projects local Stakeholders 2010 first European Commission project 2013 first Latin American project 2015 6 projects in Europe & 3 in Latin America This is an ongoing process and it´s getting complicated 2016 ?
- 5. 5 Why do we need to internationalise? To feed Orkestra’s knowledge and skills Antena for the Basque Country Recognition and visibility
- 6. 6 Theworldislarge Wearesmall There is just one problem
- 7. 7 So we have to make choices Basque Country / Spain Europe Other continents Priority-Main Market Important-Proactive Desire - Reactive Not priority-Passive L. America Other locations
- 8. 8 Unfolding Applied Conceptual 20.000 km Projectswith localStakeholders Knowledge& premiumfinancers Localpartners network We look to deepen our theoretical and practical knowledge, not diversify it Basque C. Europe L. America
- 9. 9 Partners Partners as «system integrators» support us in our (knowledge) growth approach premium financers (European Institutions, OECD, …). Partners transformative research access/influence to local Stakeholders places where other Basque Stakeholder also have strategic relationships.
- 10. 10 We are working on the synergies within the projects and their capacities. One example is the RIS3. Knowledge Frontier Smart Spec (1) Competitiveness Observatory (2) Red I+D + I (3) Changing reality Diagnóstico de Competitividad (2) Bizkaia Competitiva (4) Especialización Inteligente de Gipuzkoa (5) Bilbao Next Lab (6) Foro Industrial del Gohierri (7) Benchmarking Smart Spec for Transborder (9) RIS 3 – Uruguay (8) Constructing a Strategy in Maule (10) Example: Smart Specialization Strategy (2) (5) (4) (5) (7)(3) (1) (10) (8) (10) BasqueC&Spain Europe LatinAmerica
- 11. 11 Some learnings and challenges funding and local prestige enhance our knowledge test our concepts transforming processes selective prioritize partners
- 12. Thank you 12 Ibon Gil de San Vicente Orkestra - Basque Institute of Competitiveness igil@orkestra.deusto.es +34 943 297 327
Notas do Editor
- I am a little overwhelmed as the first speaker of this panel titled Successful Internationalization Strategies. Furthermore it is part 1, which means there will be a part 2! I’m not sure if I am going to demonstrate a success story but I am going to share with you some reflections that we carry out with regards to the internationalisations strategy of Orkestra, ongoing reflections that help us make decisions about what to do and what not to do.
- Orkestra, the Basque Institute of Competitiveness, is a research centre of the University of Deusto located in the Basque Country (Spain). It studies competitiveness and regional development through different lines of research. We look to undergo transformative research which drives change processes of interest in the Basque Country.
- The institute was formed 9 years ago and from a local team we have incorporated international elements. This has come about more as a consequence than as a vision that has influenced particular decisions rather than a perfectly defined strategy. Since a few years ago we have encouraged an ongoing reflection about our internationalisation strategy, reflections that help us make decisions about which projects or processes we do or do not develop. Beyond these reflections, Orkestra’s international action plan is broader, with networks (formal and informal), but I will focus on the activities of internationalisation.
- Besides our global relationships, why do we believe it to be necessary to internationalise our activity? Orkestra is a knowledge based institute and although its objective is based on the territory, the theoretical and practical knowledge to better understand what is happening in our territory is global, mucho beyond the administrative borders. Furthermore, working on international connections has helped achieve nodes for the Basque Country, both for firms and institutions. Finally, international activity gives us recognition by obtaining funding and access to international talent. We have also noticed that it legitimises us to Stakeholders of the Basque Country.
- The world is very large and we are very small. We must make choices.
- In making choices we have differentiated 4 geographical fields, while prioritising them. This has helped to establish the desired activity levels in each.
- Se da la bienvenida. Antes de comenzar se repasa la agenda de las próximas horas: Finalización prevista 7,30. Todos al Carlton. Y si parece bien iremos a cenar, pronto, a algun bar cerca del Hotel (LA Viña del Ensanche). Mañana Cluster Day (se entrega programa). Se comenta que se ha seguido, en parte, los comentarios recogidos en el pasado Consejo Asesor. Lo adjuntamos.
- Se da la bienvenida. Antes de comenzar se repasa la agenda de las próximas horas: Finalización prevista 7,30. Todos al Carlton. Y si parece bien iremos a cenar, pronto, a algun bar cerca del Hotel (LA Viña del Ensanche). Mañana Cluster Day (se entrega programa). Se comenta que se ha seguido, en parte, los comentarios recogidos en el pasado Consejo Asesor. Lo adjuntamos.
- Nombramientos corporativos. Nuevo modelo organizativo: - Externo (UD, y financiación Informe de Competitividad. Presupuesto como va. Comentario, dificultad ingresos (un comentario DFG, no noticias y trabajando normal).
- International projects can supply funding and local prestige. They can also help to enhance our knowledge and test our concepts, while generating new knowledge. But this requires a significant effort and can generate dispersion in the organisation. The further away from each other we are geographically, the more selective we must be, prioritising the establishment of long term relationships. The projects that we support must be transforming processes and for this it is necessary that certain capacities already exist in the other organisation. Multilateral projects can be complicated as appropriate contacts must be maintained by the organisation and must be worked on in a sustained manner. In our case this function is easier with those in Europe (European Commission, OECD, etc.) than those in Latin America (BID, World Bank, OAS, etc.) so the local member should maintain this relationship.