Action plans
Cross-cutting actions
New technologies: strengthening collaboration within regional ecosystems through participation in clusters, the mobilisation of innovative infrastructures (communities of practice, Fab labs, third places, etc.) and the implementation of trials
Scaling up on new technologies requires participation in clusters bringing together manufacturers, digital innovation players (start-ups, hackers), universities and research centres in order to share information, pool training and R&D, identify skills needs and carry out technology scanning.
It also involves mobilising spaces that enable the sharing of practices and experiences - such as third places, fab labs or communities of practice - on various subjects (blockchain, user experience, green technology, cybersecurity).
Finally, acquiring knowledge related to new technologies requires the implementation of trials, such as creating local open data platforms and data sharing (S1 and S2), "crash tests" to test companies' resilience to security problems (S3), or projects to test the possibilities of collaborating with new start-ups and hackers (S3 and S4).
Financial aspects: Optimising existing sources of funding and developing innovative and participatory sources of funding in order to pool investment
This involves responding to calls for tender and putting together grant applications relating to digital funding at European, national and regional level. But it also involves mobilising innovative financing to share financial risks, pool expenditure and attract private and local investors. Crowdfunding thus appears to be a cross-cutting solution across all the scenarios. However, other options are possible depending on the scenario, such as fintechs and ICOs (for all scenarios except S3) or taking non-sustainable performance indicators into account (S2). Pooling expenditure may also involve creating technology purchasing cooperatives or developing inter-company lending.
Business model: Strengthening synergies with customers and developing collaboration between large groups and SMEs
Strengthening links with consumers is a key element of business models in a context where the functional economy is emerging. The aim is to listen to the individual customer in order to build a value-added and differentiating offer (S1 and S4), to develop short supply chains (S3) or to renew consumer trust regarding the management of their data (S4). This may require setting up a customer-oriented information system, creating the role of brand ambassador, or even integrating consumers into governance, drawing inspiration from community-supported agriculture (AMAP) models.
The other key element concerns strengthening collaboration between SMEs and large industrial groups. This may involve clarifying the needs of large companies with regard to SMEs (S1), renting out SMEs' means of production to large groups (S4), setting up groupings to develop more direct distribution, circular production or even direct sales from the factory (S2 and S3).
Production processes: accelerating the digitalisation of production while anticipating data security problems and increasing the agility of distribution
Production processes must succeed in incorporating new technologies (IoT, big data, etc.) in order to move towards a smart factory model. Companies will also be able to systematise the use of "digital twins" in order to contain the security problems linked to the growth in the volume of data processed. This may involve implementing a security certification standard, cybersecurity scanning or intensifying human validation phases in the production process in order to limit technological risks.
It also involves increasing the agility of distribution through cooperation between all the players in the supply chain, the development of crowd-logistics, or recruitment and training in agile logistics.
HR: Developing skills to meet new needs and rethinking HR practices at regional level
In terms of HR, the aim is, on the one hand, to adapt skills by developing training plans focused broadly on new technologies and customer culture and, more specifically, on eco-design and recycling (S2), rental marketing (S1 and S4) or intrapreneurship (S4). On the other hand, it involves drawing on external expertise by pooling it, for example through shared employment arrangements. This requires rethinking HR practices at regional level and implementing actions to strengthen the region's attractiveness, particularly with regard to key skills (STEM-oriented: science, technology, engineering and mathematics) and occupations in short supply (e.g. data scientists, robotics experts, AI specialists, etc.).