POLICY IMPLICATIONS OF BENCHMARKING R

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POLICY IMPLICATIONSOF BENCHMARKINGRD
ORGANISATIONS

• Klaus Schuch
• Centre for Social Innovation
• Sofia, 2004-11-19

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a project funded under the STRATA initiative
(FP5) which generated a tested and valitated
benchmarking methodology in an easily adaptable
and applicable manual
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General Policy Objective of Benchmarking

• The main function of benchmarking RD
  organisations is to support learning in order
• to upgrade the RD organisation under scrutiny
• to improve the innovation system

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Specific Objectives

• To increase the application of this management
  tool in the pre-accession countries
• To map competitive excellence and competencies
• To provide a rational basis for channelling of
  funds and resources

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Target Groups

• Research Managers from RD organisations
• ST policy makers and their policy delivery
  systems
• Research managers learn to improve their
  management processes
• Policy makers have a decision-basis for
  implementing well-targeted interventions

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Framework for Benchmarking

• RD managers and ST policy makers are sitting in
  the same boat
• This requires a joint understanding of virtues
  and deficits of benchmarking
• ST policy makers can set the agenda and design a
  process that can answer the following questions

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Design Questions

• Why do we benchmark?
• How do me measure?
• Why is a RD organisation excellent?
• How can others learn?
• What structural accompanying interventions need
  to be undertaken?

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Structural Interventions

• Capacity building by implementing specific
  counter-measures (e.g. HRD interventions
  management training support programmes for
  internationalisation etc.)
• other accompanying interventions e.g.
  certification system independent agency for
  evaluation and benchmarking ...

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Fringe Benefits

• Continuos (self)evaluation leads to better
  reflected input-output relations
• Basis for rational discourse
• Increase of inter-subjective transparency

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Assumptions and Restrictions (1)

• Validity and balance of benchmarks
• Mythology versus Reality (this may cause
  frictions and lobbying)
• Repeated exercise (otherwise standard of past
  success)

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Assumptions and Restrictions (2)

• Different regional scales have to be taken into
  consideration
• Data problem (private companies)
• Insights into Research System rather than
  Innovation System (but do not disconnect RD and
  innovation)

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No Size Fits All

• Technocratic behaviour should be avoided
• Comparison of comparable things
• Always consider the political and structural
  objectives as well as the related strategies
  (differences between RTD organisations, countries
  and regions)

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More about

• Theo Papaioannou Methodology
• Balázs Borsi Mapping
• Jiri Loudin Czech Case Study

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Klaus Schuch Zentrum for Soziale
Innovation Linke Wienzeile 246 A - 1150
Vienna Tel. [phone] Fax.
43.1.4950442-40 email schuchr_at_zsi.at http//www
.zsi.at