Page 1 39363 Page 2 2 KNOWLEDGE ECONOMY FORUM II IMPLEMENTING KNOWLEDGE ECONOMY STRATEGIES Innovation, Life-Long Learning, Partnerships, Networks and Inclusion Helsinki, March 25-28, 2003 Sponsored by the World Bank and Government of Finland In Support of EU Accession and Candidate Countries, Russia and Ukraine. Final Report June 2003 Page 3 3 www.helsinkikef.org Page 4 4 Page 5 5 TABLE OF CONTENTS Acknowledgements………………………………………………………………… 5 Preface……………………………………………………………………………… 6 Main conclusions…………………………………………………………………… 8 What governments can do………………………………………………………….. 10 What regions, clusters and local governments can do……………………………… 12 Institutions, partnerships and networks as vanguards……………………………… 13 Education for the knowledge economy……………………………………………. 14 Developing business and finance…………………………………………………… 14 Fostering innovation systems………………………………………………………. 16 Building infrastructure and addressing the digital divide…………………………… 18 Looking forward…………………………………………………………………… 20 Participants……………………………………………………………………. …… 23 Page 6 6 Page 7 7 Acknowledgements These proceedings summarize a three-day conference, Implementing Knowledge Economy Strategies , in Helsinki on March 25 –28, 2003. The report was prepared by Lars Jeurling, Natasha Kapil and Vladimir Hrkac, under the direction of Severin Kodderitzsch. The conference organizers—the World Bank and the Government of Finland—appreciate the contributions of the European Commission, the Organisation for Economic Co-operation and Development, the European Bank for Reconstruction and Development, the European Investment Bank, the European Training Foundation, the United Nations Economic Commission for Europe and the World Economic Forum. They also appreciate contributions from delegations from 12 EU Candidate and Accession Countries (Bulgaria, Cyprus, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey), Russia and Ukraine, as well as representatives from the Nordic countries, Ireland and Chile. Page 8 8 Preface The first milestone in the World Bank’s effort to support the transition to knowledge economies in its client countries in Central and Eastern Europe was the Paris Knowledge Economy Forum in February 2002. The Paris Forum, Building Knowledge Economies — Opportunities and Challenges for EU Accession Countries, focused on the four-pillar approach to policy. The 2003 Helsinki Knowledge Economy Forum, Implementing Knowledge Economy Strategies: Innovation, lifelong learning, partnerships, networks and inclusion, marks the second milestone. The purpose of the Helsinki Forum was to establish: · A clearer sense of the way ahead for the countries of Central and Eastern Europe in becoming knowledge-based economies. · A better understanding of the concrete implementation of policies and programs that support a knowledge-based economy —what works, what does not work, and how to do it. · A community for sharing information about knowledge economy activities. · New networking opportunities for professionals in the region and their international partners as they formulate policy and put in place a knowledge-based economy. · Desire to implement policy measures for a knowledge-based economy. Over the course of the conference, country delegations and international experts presented and received feedback on case studies centered around three of the four policy pillars: an education system that responds to lifelong learning opportunities and challenges, an innovation system that links research and enterprises and encourages entrepreneurship and innovation through a supportive business environment, and an information society that allows effective networking. The fourth policy pillar—a supportive economic and institutional framework— provided the backdrop for all case studies. The successes of Ireland and Finland with that fourth pillar point to the importance of the strategic role of governments and public-private partnerships in providing a supportive policy and regulatory environment to develop a modern knowledge economy. The Helsinki Forum confirmed that EU accession countries are making progress in implementing knowledge economy strategies and that countries are becoming increasingly aware of and committed to addressing the issues surrounding knowledge-based economic growth. Since Page 9 9 Paris, the international community has also become more engaged in assisting countries in their efforts. The challenge now is to maintain the momentum, acting on the lessons from the many case studies and reflecting them in national implementation programs. Another challenge is to share experiences from successes and failures by expanding the global and regional communities of interest, strengthened at the Helsinki Forum. Paul J. Siegelbaum Director Finance and Private Development Sector Europe and Central Asia Region World Bank Page 10 10 Main conclusions There are various paths for developing a successful knowledge economy, as the examples of Finland, Ireland, the United States and other countries discussed at the Forum illustrate. Countries cannot simply reinvent themselves as clones of others. The transition to a knowledge economy, as Jean-Francois Rischard from the World Bank asserted, is both about adapting it to different cultures and norms and changing the mindset in countries aspiring to become part of the global knowledge-based economy (box1). Box 1: Building a Knowledge-Based Economy: Think Differently 8 Building a KBE advantage Think differently means adopting a KBE mindset Modernization mindset Economic, Social •Become a good regulator Productivity catch-up Did you modernize too slowly? Building things •Modern institutions •Rule of law •Good basic business environment Economy Liberalization mindset •Get out of the way •Stop being an operator Stability, incentives Did you liberalize too fast? •Freedom •Fluidity •Even playing field Undoing things Domain Govern- ment role Main focus Anxiety Creates Is about Societal •Become a challenger •Become an integrator Becoming globally competitive Did others leave you in the dust? •Vision •A winning mentality •Clusters • A vibrant home base for business Building winning opportunities Knowledge-based economy mindset Source: World Bank. The cases at the Forum demonstrate how strategies and tactics of the knowledge economy play out against a powerful backdrop of culture, history and experience. Not every country will be comfortable or will tolerate the implications of the rapid transition to a knowledge economy: chaos, information-sharing, risk-taking and broad citizen participation. Paul Siegelbaum, of the World Bank, summarized this discussion by saying, “That which can be changed should be changed since the potential rewards are so great. However, that which cannot be changed without risking the social order, needs to be taken into account in adapting these knowledge economy principles to local conditions. The knowledge economy is not about making Page 11 11 all societies the same —it is about bringing all societies to their maximum social, political and economic potential.” The Forum convincingly demonstrated that the knowledge economy can take root in environments as culturally diverse as the United States, Korea, India, Finland and Ireland, and that there are common lessons transcending the experience of all successful countries: · Committed leadership with a vision and political and social consensus for change must be present at both the national and local levels (Finland). · Trust in government and enterprises comes from good governance, including good corporate governance. Trust is essential for restoring the confidence squandered in the transition countries and more recently by some corporations in the West and Far East. Reducing corruption is one way to increase trust. Improving efficiency, equity and transparency are also essential. · Governments must trust their people and their enterprises—so that an open liberal economy exists not just on paper, but also in the hearts and actions of politicians and bureaucrats at all levels of government. · Countries must focus on what their economies do best, and the answer is not always high- tech. As Professor Brian Arthur of the Santa Fe Institute has demonstrated, innovation often springs out of a shared culture of beliefs, knowledge and practices and an unspoken common experience of how things are done. An apt example: Finland’s forest industry, established as a global leader, based on its superior exploitation of knowledge (figure1). Figure 1. Exploiting knowledge rather than resources Page 12 12 Source: Finnish Forest Research Institute . · Countries must focus on learning, knowledge, research and development, and promoting cooperation between the government, universities and industry. · A business climate that provides incentives for entrepreneurship, risk-taking and investments is critical (Ireland, Silicon Valley). · Countries must embrace globalization, develop capable and independent institutions and promote local development. Sub-national regions also need to develop and implement knowledge economy strategies and institutions (Ireland). · Efforts must go to practical implementation, not to master plans. Seven themes emerged in the Forum: 1. What governments can do. 2. What regions, clusters and local governments can do. 3. Institutions, partnerships and networks as vanguards. 4. Education for the knowledge economy. 5. Developing business and finance. 6. Fostering innovation systems. 7. Building infrastructure and addressing the digital divide. 1. What Governments can do Page 13 13 A government’s responsibility is not just to carry out its core functions of ensuring macroeconomic stability, adequate physical and social infrastructure, and an appropriate regulatory, legal and institutional framework. Nor is it restricted to the mere creation and enforcement of legislation. Governments must facilitate the process with choices, active involvement and support, as in Finland and Ireland. Peter Coyle, Executive Director of Enterprise Ireland, said that the government should take risks and work actively to involve people in the transition to a knowledge economy through education, through support for research, innovation and small businesses and through fiscal and other incentives. The Finnish case underlines the key role of the government in fostering partnerships with the private sector, establishing institutions and funding them to support innovation. Finland does this well in the context of a stable, competitive, open economy with a very low level of corruption and a private sector that finances the bulk of R&D. Summarizing the breakout session on innovation, Professor Namik Pak, President of Turkey’s Scientific and Technical Research Council, cautioned that “despite constant calls from businesses for supportive government action, incentives may be misused and wasted. In regimes with high inflation (and thus high interest rates), the financial incentives may not be used for R&D investments because the commercial gains expected from marketing the innovative products (created as a result of these R&D activities) are sometimes lower than the returns to fiscal manipulations. Regulatory reforms are not sufficient without enforcement measures, particularly those for intellectual property rights.” So, the question remains: Where do you draw the line? Where does helpful support slide into economic distortions or stifling politically motivated controls and corruption? This is a particular concern in transition countries, where there is an obvious need to correct the excesses of past state control. But the concern should not lead to timidity. Too much is at stake. Paul Siegelbaum summarized the current understanding on where to draw the line on government involvement as follows: · Direct involvement in specific enterprises (or banks) is clearly bad—support should go only to priority sectors and industries. Page 14 14 · Governments should not try to counter clear messages from the markets and bail out large or politically sensitive industries. Listening to these market signals, however painful in the short run, will help in the long run. · Public-private cooperation in providing incentives and assistance counters the natural political orientation of politicians and bureaucrats with the pragmatic financial orientation of the private sector. Co-financing and partial time-bound guarantees are useful tools, but public-private partnerships also risk collusion and corruption. Transparency can check political impulses and corruption. Support and partnership must operate under clear, transparent and well-known policies. · Unprofitable enterprises and industries must not be assisted simply to buy jobs (or votes). The government’s core responsibility to the poor must be distinct from its support for the knowledge economy. Properly targeted and transparent subsidies—and a strong social safety net—are key. 2. What regions, clusters and local governments can do Regions and clusters are engines of innovation and growth, so how do national and local governments and communities foster innovation and growth avoiding global and regional polarization? Based on his investigations of the driving forces of innovation, Professor Arthur concluded that regions (and countries) are most likely to take off when technology is understood, appropriate skills and infrastructure are available, and entrepreneurship, risk-taking and the acceptance of some degree of chaos is part of the culture. Often an unpredictable event—the ascendance of a dedicated local leader—makes all the difference. And once a region takes off, new technology tends to grow organically, its “deep-craft culture” reinforced through positive feedback, establishing its lead over other regions. Does this condemn lagging regions or countries to remain backward forever? Not necessarily, according to Brian Arthur. The “craft cultures” can start from a few ideas, and a few key people, and a few key interactions, like bacteria growing in a petri dish. Usually this happens at a university, which spins off a new idea. And usually such new ideas have to do with a new field of science. (If they sprang from an old field, they could easily be generated and subsumed in the old high-tech locations.) So, little cultures of cutting-edge technology—of deep craft—can come out of nowhere, Page 15 15 almost organically. They are more likely to appear where scientific knowledge is at the edge, where business conditions are favorable to start-ups, and where a tradition of science and technology exists previously. Once started, they become the new Cremonas (former Italian cluster producing Stradivarius violins), and high-tech appears in a different location. High technology, then, is neither a phenomenon that can easily take off anywhere in the world, nor is it exclusively a Silicon Valley phenomenon. It tends —at least at the extreme edge of innovation—to be local and hard to replicate elsewhere. But it can come into being anywhere—and quickly grow on the spot. Professor Arthur made it clear that innovation is not necessarily associated with high technology. The dynamics of regional development are likely to be similar for regions embracing the knowledge economy based on a lower level technology, as long as the regions focus on what they are best at and as long as they invest wisely in knowledge and infrastructure. In many instances, less developed regions may have a better chance competing if they focus on innovative technology in established industries (Finnish forest industry). Local government, business and community leaders promote and guide regional development and innovation. They have made a difference in cities (Vilnius, Tampere Espoo), regions (Odessa) and countries (Estonia). Almost without exception such successful cities and regions, or countries have at their core several strong and innovative academic institutions, or at least one. 3. Institutions, partnerships and networks as vanguards Can existing institutions be reformed or do they need to be replaced? Do poor governance, weak institutions and poor corporate governance in transition countries make the Finnish and Irish models less applicable for them? There is no single answer. Sofia University proves that old institutions can reform and become vanguards in the development of the knowledge economy. But slow progress in reforming education systems toward lifelong learning points to the rigidity of educational institutions in many countries. Lithuania’s “Windows to the Future “ program is a private-public partnership, with the private sector in the lead, is extending Internet access to areas without service and inducing the government to follow suit. But other public-private partnerships are thin veils hiding corruption, collusion and anti-competitive behavior. Page 16 16 The institutions serving the Finnish innovation system —now models for the system in Estonia—have served Finland well. But they could fail in an environment of political infighting, corruption and unclear mandates, with less qualified and less dedicated staff. That makes better governance critical in the quest for the knowledge economy. Sharing knowledge across borders and among the silos of sciences and industries has been important in Finland, Turkey and Bulgaria. The results: more innovative products competing on the global market, more commercially relevant research and more change in the culture and mindsets in the business and academic communities. And cooperation and knowledge sharing have not reduced competition. Consider Finland where competing companies collaborate on joint research (Forest Research Institute), and Lithuania, where the Windows to the Future program, a private-public initiative, extends the Internet to the poor. 4. Education for the knowledge economy The goal—to produce agile, risk-taking, independent thinkers with the skills to process information, solve problems and work independently and as a part of teams—is clear and indisputable. The way to get there is less clear. As emphasized by Andras Benedek, Hungary’s Deputy Secretary of State, Ministry of Labor and Employment, it is key to keep the labor market needs in perspective and to develop competencies for the knowledge economy. Countries have to move away from rigid, fact-based, teacher-centered schooling to learner-centered environments, where students do more to educate themselves throughout their lives—individually and in groups. The emphasis will be on lifelong and comprehensive learning covering learning systems that are formal (schools, universities), informal (study groups, life experience) and non-formal (enterprise training, short-term labor market training). Pathways have to be ensured within and among these systems to allow individuals to get credit for learning, wherever it takes place. How, then, to overcome vested interests in many parts of the system and to rethink content, retrain teachers and incorporate ICTs in education reform? Pedro Hepp, Professor of Education at Chile’s Universidad de la Frontera, asserted the importance of retraining teachers and reforming the curriculum before investing in ICTs in schools. Other challenges are to improve the governance and financing of the education system— defining a role for the private sector, experimenting early and resisting the temptation to adopt formal strategies before enough Page 17 17 is known, and introducing alternative learning methods (distance learning) where it makes sense. Chile and Hungary bolster confidence that lifelong learning is achievable. 5. Developing business and finance Some of the most successful knowledge-based companies are the products of restructuring (figure 2). The knowledge economy is also about creating new enterprises. F igu r e 2. N o kia’s C h an ge 1 98 8 1 99 8 M obile phones 60% In fras tru ctu re 3 3% Oth er 7% Floor in gs 1 % Ch em icals 2% Machiner y 4% E lectrical W h oles ale 4% Ru bber 6% In form ation s ys tem s 23% Cables 9% Paper 10 % C ons um er electr onics 31% M o bile T elep h o n es 5% T elecom m u n icatio n s 5 % M o bile T elep h o n es 5% T elecom m u n icatio n s 5 % 2000 N et s ales $ 5 .2 billio n , 1988 M ar ket capitaliz atio n $ 1 .4 billio n at year en d 1988 N et s ales $19.9 billion , 1999 $236.5 billio n , 2000 Source: Nokia . And the macroeconomic and business environments need to be conducive to both. Most countries are pursuing programs to remove administrative and regulatory barriers and providing incentives for new and innovative enterprises. The most advanced knowledge economies, including Finland and Ireland, have also had the most ambitious and far-reaching programs to improve the business environment. Jerry Sheehan, of the OECD, stressed business R&D and new approaches to speed up innovation, improve productivity and commercialize innovations (box 2). Page 18 18 13 Box 2. Firm Strategies: From Closed to Open Business R&D Old model: closed innovation Q Virtuous circle Q Firms identify needed technological advances Q Firms conduct R&D internally Q Firms incorporate advances into new products & services Q Product revenues finance additional R&D New model: open innovation Q R&D linked to business strategy (new funding models, incentives for workers) Q Acquisition of external technology (licensing, corporate VC, M&A, collaborative research) Q Externalisation of R&D results (licensing, spin-offs) Q Globalisation to tap into world-wide talent pools Source: OECD. He also confirmed that research, development, innovation and the knowledge economy are closely related to the venture capital industry (figure 3). 11 Figure 3. VC investments boosted business R&D Early stage and expansion financing as percentage of GDP, 1995-2001 (or nearest available year) Source : OECD, STI Scoreboard, 2001. 0.0 0.2 0.4 0.6 0.8 1.0 1.2 I c e l a n d U n i t e d S t a t e s C a n a d a O E C D - 1 9 U n i t e d K i n g d o m N e t h e r l a n d s S w e d e n E u r o p e a n U n i o n E u r o p e F r a n c e B e l g i u m I r e l a n d F i n l a n d G e r m a n y E u r o Z o n e N o r w a y I t a l y S p a i n P o r t u g a l S w i t z e r l a n d G r e e c e D e n m a r k A u s t r i a J a p a n 1995 2000 2001 No transition country represented at the Forum has reached the stage where private venture capital finances innovation and the development of the knowledge economy. Even Ireland still relies on public venture capital provided by Enterprise Ireland —and Finland on Page 19 19 Finnish VTT and Sitra, showing that a publicly supported venture capital industry can be very effective in the early stages of development. 6. Fostering innovation systems The structure of EU accession countries is still oriented more towards traditional industry than knowledge-based activities and productivity levels are low, as revealed by a study of innovation policy in the EU accession countries and an innovation scoreboard presented by Jose Ramon Tiscar, Principal Administrator of the EU’s Innovation Policy Unit, (Directorate General Enterprise). There are not enough innovative enterprises and not enough data for analysis and policymaking. Changing the regulatory framework is difficult, but changing institutions and mindsets is the main challenge. For those lagging behind a weak institutional framework, limited networking and the shortage of market skills seem to be the biggest impediments. Ireland and other countries have demonstrated how EU research and structural funds can help overcome such obstacles. According to Erkki Leppävuori, Director General of Finland’s Technical Research Centre, the main reasons for the success of the Finnish innovation system are high investment in research and development, a high-quality university system and close interaction of private companies and other players. That makes it easier to modify and modernize the system and maintain its dynamism and flexibility, explaining why many say that “Finland is not a country—it is a club.” Given Estonia’s good progress in improving its innovation environment, Raul Malmstein, Deputy Secretary of the Estonian Ministry of Economic Affairs and Communications, summarized the main lessons: “It is important to draw on international best practices and expertise, but there are no ready-made solutions. Each country has to develop its solutions based on political commitment, trust and the involvement of interest groups to make certain that the vision for the knowledge economy is understood and agreed on—to ensure adequate funding and to focus on capacity building in institution making and implementing policy.” Turkey has also been encouraging innovative activities by exploiting complementarities in science, technology and innovation policy. But it has problems commercializing innovations, according to Professor Pak. The Turkish National Research Network, having a comprehensive study to assess the impact of R&D support programs in 1999–2000, concluded that innovative Page 20 20 firms are more productive, more competitive in international markets and more effective in generating employment. It also established that R&D-intensive firms are more innovative and that supported firms increased their R&D intensity considerably and reorganized their R&D activities. More than 80% of supported firms claimed that they came up with new products or processes. Professor Jorma Routti, Helsinki University of Technology showed how in the Finnish forest industry new technologies can be applied to an “old” industry (figure 4). MARKETS ¾ quality competitiveness ¾ price competitiveness ¾ environmental expertise F O R E S T I N D U S T R Y 250.9 462.6 8.0 6.4 0 : ¾ P u l p a n d p a p e r t e c h n o l o g y 254.4 454.8 8.0 6.4 0 : ¾ W o o d p r o d u c t s i n d u s t r y 257.9 446.9 8.0 6.4 0 : ¾ M a c h i n e s , m a c h i n e r y a n d p r o c e s s e s Figure 4. Securing competitiveness in the forest industry FORESTRY C ONSTRUCTION AND WOOD TECHNOLOGY ¾ modification of wood ¾ construction technology and architecture ¾ logistics, assembly MANUFACTURING TECHNOLOGY ¾ forestry machines ¾ process and production machinery ¾ material technology BIOTECHNOLOGY ¾ enzymes ¾ rot prevention ¾ gene technology ENERGY AND ENVIRON- MENTAL TECHNOLOGY ¾ biofuels, combustion technology ¾ ecobalances ¾ closed cycles ¾ energy-saving and emissions CHEMICAL TECHNOLOGY ¾ paper and bleaching chemicals ¾ surface treatment substances ¾ pigments, adhesives INFORMATION TECHNOLOGY ¾ sensors, measuring and control ¾ computational intelligence, s imulation and machine vision ¾ multimedia and telecommunication ¾ tomography Source: TEKES . 7. Building infrastructure and addressing the digital divide In 1995 Chile established a universal access fund providing public telephony to isolated rural areas through competitive “bidding for subsidies.” In seven years the fund provided public telephones to about 6,000 rural localities with 2.2 million inhabitants. The percentage of the population without access dropped from 15% to 1%. The total investment: $161 million, 86% funded by private companies ($6 private money for each $1 of subsidy). What can account for the success? Market forces, competence, leadership, minimal regulation, simple and relatively fast execution, competence and leadership. Estonia recently adopted a national e-signature scheme—15% of the adult population has subscribed, the world’s first national scheme. Again, why the success? The government provided a well-designed legal and regulatory framework and established a regulated monopoly to set a Page 21 21 uniform standard for the whole country. Another good example: the Odessa regional government in Ukraine established an e-government information system, widely used by governments as well as businesses to stay current on government-supplied information, such as new legislation and regional economic statistics. To sum up: ICT, e-government and e-business are important parts of the knowledge economy, to be considered as parts of the infrastructure to be invested in when demand calls for it. But infrastructure investments ahead of demand —or to generate demand, such as the 3G mobile system in Western Europe, or computers for schools without the necessary curriculum changes or teacher training—have often turned out wasteful. Page 22 22 Looking forward Countries most likely to do well in the knowledge economy are those that stress agility, networking, learning and reliability. Countries thus have to think and act differently: they have to be fast, multidimensional, global and practical. So how can countries and the international community speed the development of the knowledge economy in Eastern Europe and in the former Soviet Union? Here are the Forum’s conclusions: · Disseminate the conclusions from the Helsinki Forum on the global experience in implementing the knowledge economy. · Establish and maintain networks of stakeholders within the countries covering the various dimensions of the knowledge economy. These networks should cut across traditional boundaries separating business, academia, government, local government, non- government organizations and the general public and disciplines such as scientists, technologists, economists, social scientists and businessmen. · Link with international networks and establish regional networks to share experiences on the development of knowledge economies. In evaluating the Helsinki Forum, many delegates felt that the case study approach to sharing experiences was very useful. However, countries and the World Bank need to put more effort into preparing good case studies from the region to illustrate successes and failures. The Helsinki Forum website, www.helsinkikef.org , could be useful for sharing these experiences. · Formulate visions and action plans, and implement them with all stakeholders. The models of Ireland and Finland can be applied in other countries as long as they are adapted to local circumstances and cultures. But countries (and regions) are often better off scaling down the technology component of such models, focusing on existing industries and technologies. · Strengthen institutions critical to the knowledge economy—ministries, policymaking bodies, universities, research institutes, technical assistance agencies, venture capital funds and the financial system more generally. Case studies showing what to do—and what not to do—could be particularly useful. The Forum concluded that case studies and practical tools to improve policymaking and implementation should be further developed, including knowledge economy assessments, Page 23 23 innovation studies, comparative and benchmarking work. Indeed, several countries offered to host a third Knowledge Economy Forum to review case studies and tools for implementation. The Forum also emphasized the need for further technical and financial assistance to improve the business and investment environment, foster innovation, promote the growth of small businesses, enhance competitiveness, increase the efficiency of government and improve the educational system. With the accession to the EU, several transition countries would rely mainly on EU assistance, such as structural funds, for their knowledge economy development. As this happens, international assistance should concentrate on the countries farther east, partnering with EU Candidate and Accession countries to draw on their experiences in developing the knowledge economy. Page 24 24 Page 25 25 Mrs. Snezhana Angelova Director s.angelova@mi.government.bg Ministry of Economy Mr. Ivaylo Gueorguiev Coordinator igueorguiev@ccit.government.bg Coordination Center for ICT, Council of Ministers Ms. Dinka Dinkova Program Director dinka.dinkova@online.bg Applied Research and Communications Fund Dr. Roumen Nikolov Head of IT Department roumen@fmi.uni-sophia.bg Sofia University “St. Kliment Ohridski” Dr. Milanka Slavova Professor milanka.slavova@online.bg University of National and World Economy Prof. Angel Popov Vice-Rector r&d@vice-rector.uni-sofia.bg Sofia University “St. Kliment Ohridski” Mr. Rouslan Stefanov Economic Project Coordinator ruslan.stefanov@online.bg Center for the Study of Democracy Mrs. Krasimira Angelova Member of the Board of ULISO krais_angelova@hotmail.com Sofia University “St. Kliment Ohridski” Mr. Georgi Kourtev Communications Officer gkourtev@worldbank.org World Bank Sophia Office Dr. Pedro Hepp Professor of Education phepp@iie.ufro.cl Universidad de La Frontera Mr. Costas Papanicolas Director cnp@rtm.iasa.uoa.gr Institute of Accelerating Systems and Applications Ms. Jaroslava Sporkova Deputy Vice Prime Minister sporkova.jaroslava@vlada.cz Science, Research and Human Resources, Government of Czech Republic Ms. Dana Berova Deputy Minister dana.berova@micr.cz Ministry of Informatics Mr. Martin Odehnal Director of Human Resources Deptartment odehnal@vlada.cz Office of the Government of the Czech Republic Mr. Jiri Vorisek Professor, Head of IT Department vorisek@vse.cz Prague University of Economics Dr. Petr Mateju Chairman petr.mateju@isea-cz.org Institute for Social and Economic Analyses Mr. Kim Brinckman Head of IT-Political Division kbr@vtu.dk Ministry of Science, Technology and Innovation Mr. Raul Malmstein Deputy Secretary General raul.malmstein@mkm.ee Ministry of Economic Affairs and Communications Mrs. Kitty Kubo Head of Technology and Innovation Div. kitty.kubo@mkm.ee Ministry of Economic Affairs and Communications Mr. Alar Kolk Member of the Management Board alar.kolk@eas.ee Enterprise Estonia Mr. Juri Engelbrecht President je@ioc.e e Estonian Academy of Sciences Mr. Rainer Nolvak CEO rainer@celecure.com Celecure Ltd Mr. Alar Ehandi Chairman alar.ehandi@vaatamaailma.ee Look @ World Foundation Mr. Kimmo Sasi Minister kimmo.sasi@mintc.fi Ministry of Transport and Communications Mr. Sakari Karjalainen Director sakari.karjalainen@minedu.fi Science Policy Division, Ministry of Education FINLAND CYPRUS DENMARK CHILE Participants ESTONIA CZECH REPUBLIC BULGARIA Page 26 26 Mr. Esko-Olavi Seppala Chief Planning Officer esko-olavi.seppala@minedu.fi Science and Technology Policy Council of Finland Mr. Jorma Ahola Counsellor of Education jorma.ahola@minedu.fi Division for Adult Learning and Training, Ministry of Education Ms. Annu Jylha-Pyykonen Counsellor for Education annu.jylha-pyykonen@minedu.fi Science Policy Division, Ministry of Education Ms. Liisa Ero Deputy Director General liisa.ero@mintc.fi Ministry of Transport and Communication Ms. Mari Herranen Senior Officer mari.herranen@mintc.fi Ministry of Transport and Communication Ms. Paula Nybergh Deputy Director General paula.nybergh@ktm.fi Ministry of Trade and Industry Mr. Markku Kauppinen Director markku.kaupinen@formin.fi Ministry of Foreign Affairs Mr. Antti Loikas Project Adviser antti.loikas@formin.fi Ministry of Foreign Affairs Prof. Jorma Routti Executive Chairman jorma.routti@cim funds.com Creative Industries Management Dr. Veli-Pekka Saarnivaara Director General veli-pekka.saarnivaara@tekes.fi Tekes Mr. Juhani Kuusi Sr. Vice President, Technology Strategy juhani.kuusi@nokia.com Nokia Dr. Anneli Pauli Director of Research anneli.pauli@aka.fi Academy of Finland Mr. Timo Hamalainen Director timo.hamalainen@sitra.fi Sitra Mr. Ilpo Santala Director ilpo.santala@innopoli.fi Innopoli Mr. Erkki Leppavouri Director General erkki.leppavouri@vtt.fi State Technical Research Centre of Finland (VTT) Mr. Jarl Forsten Deputy Director General jarl.forsten@vtt.fi State Technical Research Centre of Finland (VTT) Mr. Antti Mustranta Counsellor, International Affairs antti.mustranta@vtt.fi State Technical Research Centre of Finland (VTT) Mr. Markku Markkula Director markku.markkula@dipoli.hut.fi Helsinki University of Technology Mr. Pekka Mauranen Vice President, Research Administration pekka.mauranen@kcl.fi Keskuslaboratorio Centrallaboratorium Mr. Tapani Kaskeala President tapani.kaskeala@finpro.fi Finpro Mr. Seppo Laine Senior VP seppo.laine@finpro.fi Finpro Mr. Kari Janhunen Financial Counselor kari.janhunen@finpro.fi Finpro Mr. Tero Lausala Manager, Project Advisory Services tero.lausala@finpro.fi Finpro Ms. Pia Suominen Consultant pia.suominen@finpro.fi Finpro Mr. Markku Vantunen Senior Consultant markku.vantunen@finpro.fi Finpro Ms. Heidi Kauppinen Project Coordinator heidi.kauppinen@finpro.fi Finpro Page 27 27 Mr. Jarmo Matilainen Director jarmo.matilainen@kpy.fi KPY Finnet Mr. Heikki Hamalainen Founder heikki.hamalainen@digital-event.com Digital Event Mr. Markku Kaariainen Senior Advisor markku.kaariainen@digital-event.com Digital Event Mr. Ron Saksi Partner, Production Manager roni.saksi@digital-event.com Digital Event Mr. Andras Benedek Deputy Secretary of State benedek.andras@fmm.gov.hu Ministry of Employment and Labor Mr. Istvan Erenyi Director General istvan.erenyi@ihm.gov.hu Ministry of Informatics and Communications Mr. Istvan Szemenyei Head of International Division istvan.szemenyei@pm.gov Office of the Prime Minister Mr. Lazlo Orlos Deputy Director General laszlo.orlos@tesco.hu Ministry of Finance Mr. Attila Mesko Deputy Secretary General mesko@office.mta.hu Hungarian Academy of Sciences Mr. Peter Groschmid Counsellor (Science & Technology) hunctdhel@attmail.com Embassy of the Republic of Hungary, Helsinki Ms. Ibolya Barany Managing Director baranyi@hunida.hu Hungarian-International Development Assistance Nonprofit Company Mr. Thorsteinn Gunnarsson Dean rektor@unak.is University of Akureyri Mr. Peter Coyle Executive Director peter.coyle@enterprise-ireland.com Enterprise Ireland Ms. Irene Doyle Senior Development Adviser irene.doyle@enterprise-ireland.com Enterprise Ireland Mr. Edv ns Karn tis Commissioner edvins.karnitis@sprk.gov.lv Public Utilities Commission Mr. Imants Freibergs President imants@president.lv Latvian Information Technology and Telecomm. Association (LITTA) Mr. Andrejs Vasi jevs Director of Products and Services andrejs@tilde.lv “Tilde” Ltd Mr. Maris Elerts Director General melerts@lda.gov.lv Latvian Development Agency Mr. Baiba Ebulina Director of the Information Society Dept. baiba.ebulina@lattelekom.lv Lattelekom SIA Mr. Toms Baumanis Communications Officer tbaumanis@worldbank.org World Bank Riga Office Mr. Antanas Kaminskas Government Chancellor a.z.kaminskas@lrvk.lt Government of the Republic of Lithuania Mr. Renaldas Gudauskas Adviser to the Prime Minister r.gudauskas@lrvk.lt Government of the Republic of Lithuania Mr. Virgilijus Bulovas Secretary of the Ministry virg.bulovas@vrm.lt Ministry of the Interior Ms. Dalia Bardauskiene Adviser to the Mayor dalia.bardauskiene@vilnius.lt Vilnius City Municipality Mr. Andrius Kubilius Chairman of the Lithuanian Conservatives ankubi@lrs.lt Parliament Mr. Antanas Zabulis President and CEO a.zabulis@omnitel.net Omnitel ICELAND HUNGARY LATVIA LITHUANIA IRELAND Page 28 28 Mr. Darius Maikstenas Market Strategy Coordinator d.maikstenas@omnitel.net Omnitel Mr. Vytautas Galvonas Adviser to the President for ITT vygalv@president.lt Office of the President of the Republic of Lithuania Mrs. Guoda Steponaviciene Vice President guoda@freema.org Lithuania Free Market Institute Mr. Laimutis Telksnys Chair in Informatics for the Humanities tlksnys@ktl.mii.lt Institute of Mathematics and Informatics Mr. Mantas Dubauskas Journalist mantas.dubauskas@lrytas.lt Lietuvos Rytas Mr. Renaldas Jakubauskas Correspondent renaldas.jakubauskas@vzinios.lt Verslo Zinios Mr. Andrius Bruzga Ambassador embassylt@kolumbus.fi Embassy of the Republic of Lithuania, Helsinki Mr. Erlendas Grigorovic Communications Officer egrigorovic@worldbank.org World Bank Vilnius Office Mr. Stiga Aga Aandstad Adviser saa@nhd.dep.no Ministry of Trade and Industry Ms. Hanna Kuzinska Undersecretary of State kuzinska@menis.gov.pl Ministry of Education Ms. Elzbieta Wolman Deputy Director wolman@mg.gov.pl Ministry of Economy Mr. Wieslaw Grudzewski Professor w.grudzewski@orgmasz.waw.pl Warsaw School of Economics Ms. Irena Heyduk Professor ksz@sgh.waw.pl Warsaw School of Economics Prof. Antoni Kuklinski Professor magdak@mercury.ci.uw.edu.pl Warsaw University Mr. Zygmunt Danek Director of the Dept. of Informatization zdanek@kbn.gov.pl KBN Mr Michal Gorzynski Economist michalg@case.com.pl Center for Social and Economical Research Mr. Jacek Wojciechowicz Senior Communications Officer jwojciechowicz@worldbank.org World Bank Warsaw Office Mr. Radu Damian Secretary of State damian@men.edu.ro Ministry of Education and Research Mr. Adrian Campurean State Secreatary for Research amcampurean@mct.ro Ministry of Education and Research Ms. Diana Voicu Deputy General Director diana.voicu@mcti.ro Ministry of Communications and Information Technologies Ms. Iacob Iulia iacob.iulia@mcti.ro Ministry of Communications and Information Technologies Mr. Traian Ionescu Director of Department of IT tcion@rnc.ro Ministry of Education and Research Mr. Florin Filip Vice President ffilip@acad.ro Romanian Academy of Science Mr. Alexandru Lazescu President andi@ro-gateway.org e- Romania Gateway Association Mr. Nicusor Ruiu Member of National Institute for Economics nicu_ruiu@hotmail.com Romanian Academy Mr. Sergei V. Dubrovin Advisor of Economic Department s_dubrovin@mail.ru Administration of the President NORWAY ROMANIA RUSSIA POLAND Page 29 29 Mr. Vladimir Spivak Manager of Innovation Technological Centre spivak@rfntr.neva.ru St Petersburg Regional Foundation for Scientific and Technological Development Mr. Yuri Hohlov Project Adviser & Technology Coordinator hohlov@iis.ru Russia Development Gateway, Russia Mr. Mikhail Bunchuk Regional Coordinator for Europe & C. Asia mbunchuk@worldbank.org Development Gateway, Moscow Office Ms. Ljudmilla Poznanskaya Projects Officer lpoznanskaya@worldbank.org World Bank Moscow Office Mr. Branislav Opaterny State Secretary branislav.opaterny@telecom.gov.sk Ministry of Transport, Post and Telecommunications Mr. Ivan Lancaric Advisor to the State Secretary ivan.lancaric@telecom.gov.sk Ministry of Transport, Post and Telecommunications Ms. Lucia Muskova Manager of Project: e-Slovakia muskova@itapa.sk Slovak Telecommunications Mr. Viliam Podhorsky General Director viliam.podhorsky@telecom.gov.sk Ministry of Transport, Post and Telecommunications Mr. Ivan Kalas Associate Professor kalas@fmph.uniba.sk Infovek Mr. Marek Jakoby Economist jakoby@mesa10.sk MESA 10 Ms. Ingrid Brockova Operations Officer ibrockova@worldbank.org World Bank Bratislava Office Mr. Marko Hren Counsellor to the Government marko.hren@gov.si Ministry of Information Society Mr. Iztok Lesjak Director iztok.lesjak@tp-lj.si Technology Park Ljubljana Ms. Darja Piciga State-undersecretary darja.piciga@gov.si Ministry of Education, Science and Sport Mr. David Nordfors Adviser, Project Manager david.nordfors@vinnova.se Swedish Agency for Innovation Systems, Vinnova Mr. Arthur Bayhan Director arthur.bayhan@iked.org International Organization for Knowledge Economy and Enterprise Development, IKED Prof. Dr. Kemal Gürüz ( HoD ) President kguruz@yok.gov.tr Council of Higher Education (YÖK) Prof. Dr. Namk Kemal Pak President npak@tubitak.gov.tr The Scientific and Technical Research Council of Turkey (TÜBTAK) Mr. Onder Ozdemir onder.ozdemir@tbd.org.tr Turkish Informatics Association Prof. Dr. Engin Atac Rector rektor@anadolu.edu.tr Anadolu University Mr. Cemal Akyel Managing Director cemal.akyel@sbs.com.tr Siemens Business Group Mr. Ozgar Uckan Senior Lecturer ozguru@bilgi.edu.tr Istanbul Bilgi Univeristy Ms. Tunya Celasin External Affairs Officer tcelasin@worldbank.org World Bank Ankara Office Mrs. Ludmila Alexandrovna Musina Deputy to State Secretary musina@me.gov.ua Ministry of Economy & European Integration Issues Dr. Georgiy Georgievitch Pocheptsov Head of the Deparment of Strategic Initiatives gpoch@adm.gov.ua Administration of the President of Ukraine Mr. Sergiy Rafayilovych Grynevetskiy Regional Governor ens@odsadm.odessa.ua Odessa Regional State Administration SWEDEN SLOVENIA UKRAINE SLOVAK REPUBLIC TURKEY Page 30 30 Mr. Evgeniy Leonidovich Kolotilov Project Leader udg@e-ukraine.org Ukraine e-Development Association Mr. Eugene Vladimirovich Utkin President eugene.utkin@kvazar-micro.com Kvazar-Micro Corporation Mrs. Alla Biletska Assistant to the President alla.biletska@kvazar-micro.com Kvazar-Micro Corporation Mr. Andriy V. Kolodyk Founder isu@isu.org.ua All-Ukrainian Charitable F oundation “Information Society of Ukraine” Prof. Dr. Yuri Bazhal Dean of the Faculty of Economics bazhal@eerc.kiev.ua University "Kiyv Mahyla Academy" Mr. Andrei Mikhnev Projects Officer amikhnev@worldbank.org World Bank Kiev Office Ms. Viktoria Siryachenko Consultant vsiryachenko@worldbank.org World Bank Kiev Office Ms. Maria Vagliasindi Principal Economist vagliasm@ebrd.com Office of the Chief Economist Mr. Jose RamonTiscar Principal Administrator jose.tiscar@cec.eu.int Innovation Policy Unit, DG Enterprise Mr. Paul Verhoef Head of Unit, International Aspects paul.verhoef@cec.eu.int DG Information Society Mr. Kai Husso Competitiveness, econ. analysis & indicators kai.husso@cec.eu.int DG Research Mr. Raphael Chanterie Member of the Cabinet raf.chanterie@cec.eu.int DG Education and Culture Mr. Stephen Wright Head of Division s.wright@eib.org Human Capital Projects Directorate Mr. Jean-Raymond Masson Senior Adviser jean -raymond.masson@etf.eu.int Mr. Erkki Karmila Head of Unit, International Lending erkki.karmila@nib.fi Mr. Tord Holmstrom Appraisal Department tord.holmstrom@nib.fi Mr. Jerry Sheehan Principal Administrator jerry.sheehan@oecd.org Directorate for Science, Technology and Industry William Brian Arthur Citibank Professor wbarthur@parc.com Santa Fe Institute Mr. Daewon Choi UNECE Secretariat daewon.choi@unece.org Ms. Fiona Paua Economist fiona.paua@weforum.org Global Competitiveness Programme Mr. Johannes Linn Vice President jlinn@worldban k.org Europe and Central Asia Region Mr. Jean-Francois Rischard Vice President jrischard@worldbank.org European Office, Paris Mr. Paul Siegelbaum Director psiegelbaum@worldbank.org Finance and Private Development Sector, Europe and Central Asia Region Mr. Julian Schweitzer Country Director jschweitzer@worldbank.org Moscow Office, Europe and Central Asia Region Mr. Roger Grawe Country Director rgrawe@worldbank.org Warsaw Office, Europe and Central Asia Region Mr. Severin Kodderitzsch Head of Unit skodderitzsch@worldbank.org Knowledge Economy Unit, Europe and Central Asia Region Mr. Oltmann Siemens Special Representative, Europe osiemens@ifc.org International Financial Corporation (IFC) WORLD BANK ORGANIZATION FOR ECONOMIC COOPERATION AND DEVELOPMENT (OECD) EUROPEAN COMMISSION EUROPEAN TRAINING FOUNDATION EUROPEAN INVESTMENT BANK (EIB) WORLD ECONOMIC FORUM EUROPEAN BANK FOR RECONSTRUCTION AND DEVELOPMENT (EBRD) UNITED NATIONS SANTA FE INSTITUTE NORDIC INVESTMENT BANK Page 31 31 Mr. Franz Kaps Senior Advisor fkaps@worldbank.org Aid Coordination and Partnerships, Europe Ms. Inkeri Hirvensalo Alternative Executive Director ihirvensalo@worldbank.org Executive Director's Office Mr. Jean-Eric Aubert Senior Policy Adviser jaubert@worldbank.org World Bank Institute Ms. Maureen McLaughlin Sector Manager mmclaughlin@worldbank.org Human Development Sector, Europe and Central Asia Region Ms. Mary Canning Lead Education Specialist mcanning@worldbank.org Human Development Sector, Warsaw Office, Europe and Central Asia Region Mr. David Fretwell Lead Employment & Training Specialist dfretwell@worldbank.org Human Development, Europe and Central Asia Region Mr. Al Watkins Task Manager for Latvia KE Assessment awatkins@worldbank.org Finance and Private Development Sector, Europe and Central Asia Region Mr. Gregory Jedrzejczak Task Manager for Turkey KE Assessment gjedrzejczak@worldbank.org Finance and Private Development Sector, Europe and Central Asia Region Mr. Giuseppe Zampaglione Senior Operations Officer gzampaglione@worldbank.org Finance and Private Development Sector, Europe and Central Asia Region Mr. Lars Jeurling Consultant ljeurling@worldbank.org Finance and Private Development Sector, Europe and Central Asia Region Mr. Vladimir Hrkac Consultant vhrkac@worldbank.org Knowledge Economy Unit, Europe and Central Asia Region Ms. Mohini Bhatia Consultant mbhatia1@worldbank.org Knowledge Economy Unit, Europe and Central Asia Region Ms. Natasha Kapil Consultant nkapil@worldbank.org Knowledge Economy Unit, Europe and Central Asia Region