{"id":165,"date":"2020-02-26T12:53:53","date_gmt":"2020-02-26T11:53:53","guid":{"rendered":"http:\/\/observatoire-asap.org\/?p=165"},"modified":"2021-01-27T09:50:55","modified_gmt":"2021-01-27T08:50:55","slug":"innovation-publique-et-pole-de-competitivite-vers-un-desengagement-de-letat","status":"publish","type":"post","link":"https:\/\/observatoire-asap.org\/index.php\/2020\/02\/26\/innovation-publique-et-pole-de-competitivite-vers-un-desengagement-de-letat\/","title":{"rendered":"Innovation publique et P\u00f4le de comp\u00e9titivit\u00e9 : vers un d\u00e9sengagement de l\u2019\u00c9tat"},"content":{"rendered":"<p style=\"text-align: justify;\">La politique de l\u2019\u00c9tat en mati\u00e8re de p\u00f4les de comp\u00e9titivit\u00e9 initi\u00e9e en 2005 a \u00e9t\u00e9 repr\u00e9sentative des nouvelles pratiques inspir\u00e9es du <em>New Public Management<\/em>, en se posant en concepteur, \u00e9valuateur et r\u00e9gulateur de l\u2019innovation collaborative, \u00e0 travers la cr\u00e9ation des p\u00f4les de comp\u00e9titivit\u00e9 (Chabault, Martineau, 2013). Sa mission a consist\u00e9 pendant 15 ans \u00e0 formaliser des initiatives locales et orienter le d\u00e9veloppement, en vue de stimuler la croissance et la comp\u00e9titivit\u00e9 des territoires. Plusieurs milliards d\u2019euros ont ainsi \u00e9t\u00e9 investis dans l\u2019organisation des modes de coordination de ces p\u00f4les et dans le financement de projets collaboratifs innovants. Il s\u2019agissait ici de d\u00e9velopper des actions collectives entre des soci\u00e9t\u00e9s potentiellement compl\u00e9mentaires (de la TPE \u00e0 la grande entreprise) et des \u00e9tablissements d&rsquo;enseignement sup\u00e9rieur, et des centres de recherche et de formation publics et priv\u00e9s au sein d\u2019un m\u00eame territoire. La d\u00e9finition initiale de ces p\u00f4les allait dans le sens d\u2019un ancrage territorial bas\u00e9 sur une coop\u00e9ration entre acteurs locaux, afin de pouvoir b\u00e9n\u00e9ficier du label \u00ab\u00a0P\u00f4le de comp\u00e9titivit\u00e9\u00a0\u00bb. L\u2019espace g\u00e9ographique commun et l\u2019innovation collaborative devaient permettre de justifier l\u2019int\u00e9r\u00eat et la mission des \u00ab\u00a0P\u00f4les de Comp\u00e9titivit\u00e9\u00a0\u00bb (PDC). L\u2019\u00e9valuation (contrat de performance) devait en outre constituer un des leviers d\u2019animation du syst\u00e8me mais aussi un levier de validation et de r\u00e9orientation des politiques men\u00e9es dans le cadre des p\u00f4les (Collard, 2010).<\/p>\n<p style=\"text-align: justify;\">Mais une page semble aujourd\u2019hui se tourner, avec le d\u00e9sengagement programm\u00e9 de l\u2019Etat des p\u00f4les de comp\u00e9titivit\u00e9 d\u00e8s 2020, malgr\u00e9 l\u2019opposition des principaux int\u00e9ress\u00e9s. L\u2019annonce du retrait de l\u2019Etat devrait se faire en faveur des r\u00e9gions, marquant la fin d\u2019une gouvernance multi-niveaux entre les Pouvoirs publics, les r\u00e9gions et les p\u00f4les. Elle s\u2019inscrit dans l\u2019application de la loi NOTRe cens\u00e9e favoriser les comp\u00e9tences \u00e9conomiques des territoires via la d\u00e9centralisation.<\/p>\n<p style=\"text-align: justify;\">Plusieurs explications peuvent \u00eatre donn\u00e9es \u00e0 cette politique de d\u00e9sengagement qui vient modifier l\u2019\u00e9quilibre interne des p\u00f4les et redistribuer les comp\u00e9tences entre les diff\u00e9rents acteurs. Tout d\u2019abord, cette d\u00e9cision intervient dans un contexte de d\u00e9centralisation (d\u00e9l\u00e9gation de comp\u00e9tences et transfert des cr\u00e9dits) et d\u2019\u00e9conomies budg\u00e9taires qui obligent l\u2019Etat \u00e0 repenser ses priorit\u00e9s. Mais ce d\u00e9sengagement pose d\u2019autres questions notamment en mati\u00e8re d\u2019innovation et sur le r\u00f4le des pouvoirs publics dans ce domaine. Dans un contexte d\u2019hypercomp\u00e9tition \u00e0 l\u2019\u00e9chelle mondiale, l\u2019une des cl\u00e9s de succ\u00e8s des p\u00f4les de comp\u00e9titivit\u00e9 repose d\u00e9sormais sur le besoin de se rapprocher des grandes m\u00e9tropoles, afin de capter des ressources externes au territoire en mati\u00e8re de recherche, d\u2019innovation mais \u00e9galement en termes d\u2019image. Une telle configuration va par cons\u00e9quent dans le sens d\u2019une transformation du mode de gouvernance bas\u00e9 \u00e0 l\u2019origine sur une logique tripartite (Etat-R\u00e9gion-territoire) vers un syst\u00e8me plus souple, horizontal et multiforme (relations inter-p\u00f4les, rapprochements, logique de regroupements\u2026). Le d\u00e9sengagement de l\u2019Etat vient ainsi mettre en lumi\u00e8re les limites de l\u2019action publique en mati\u00e8re d\u2019innovation dans un environnement supranational et hautement concurrentiel. Il t\u00e9moigne \u00e9galement de la difficult\u00e9 de trouver un juste \u00e9quilibre entre encadrement, r\u00e9alit\u00e9 locale et strat\u00e9gie concurrentielle.<\/p>\n<p style=\"text-align: justify;\">Pour autant, ce d\u00e9sengagement ne r\u00e8gle pas tout. Des questions demeurent quant \u00e0 la viabilit\u00e9 du mod\u00e8le. Il interroge notamment sur la coh\u00e9rence d\u2019ensemble des diff\u00e9rents p\u00f4les de comp\u00e9titivit\u00e9, le risque de voir \u00e9merger des actions de d\u00e9veloppement sans lien direct avec l\u2019organisation de fili\u00e8res d&rsquo;excellence au niveau national et europ\u00e9en. L\u2019intervention de l\u2019Etat permettait, il est vrai, d&rsquo;articuler les enjeux du d\u00e9veloppement \u00e9conomique r\u00e9gional avec une strat\u00e9gie nationale et europ\u00e9enne autour de fili\u00e8res d&rsquo;excellence. Car bien souvent, les enjeux d&rsquo;innovation ob\u00e9issent \u00e0 des dynamiques multisectorielles (innovations crois\u00e9es) \u00e0 la fois nationales et internationales, et non uniquement locales. Le financement des p\u00f4les devra aussi se faire \u00e0 l\u2019\u00e9chelle europ\u00e9enne, ce qui suppose de rester en lien avec les orientations strat\u00e9giques de l\u2019Europe. De m\u00eame, se pose la question de l\u2019organisation des p\u00f4les. Qui assurera la coh\u00e9rence globale en mati\u00e8re de d\u00e9veloppement de projets\u00a0? Outre la question du financement et de son \u00e9valuation, qui garantira la coordination entre les diff\u00e9rents espaces productifs\u00a0? Quelle instance corrigera les \u00e9ventuels dysfonctionnements\u00a0? Autant de questions qui m\u00e9ritent d\u2019\u00eatre \u00e9tudi\u00e9es et analys\u00e9es, afin de pr\u00e9server la vocation d\u2019int\u00e9r\u00eat g\u00e9n\u00e9ral \u00e0 l\u2019origine de la cr\u00e9ation des p\u00f4les de comp\u00e9titivit\u00e9.<\/p>\n<p style=\"text-align: right;\"><a href=\"http:\/\/observatoire-asap.org\/index.php\/2020\/02\/02\/olivier-meier\/\">Olivier Meier<\/a><\/p>\n<p style=\"text-align: justify;\"><strong>R\u00e9f\u00e9rences<\/strong><br \/>\nBearing Point, Erdyn, Technopolis ITD., (2012). \u00c9<em>tude portant sur l\u2019\u00e9valuation des p\u00f4les de comp\u00e9titivit\u00e9<\/em>, Rapport Global, 15 juin. BLANC C.. <em>Pour un \u00e9cosyst\u00e8me de la croissance<\/em>, La Documentation Fran\u00e7aise, Paris.<br \/>\nChabault D., Martineau R., (2013). L\u2019encadrement des p\u00f4les de comp\u00e9titivit\u00e9 par l\u2019\u00c9tat : entre strat\u00e9gie \u00e9mergente et injonctions \u00e9tatiques, revue Politique &amp; Management public, vol.30\/3, p. 413-432.<br \/>\nCollard C., (2010). P\u00f4les de comp\u00e9titivit\u00e9 : manager l\u2019innovation par le contrat, <em>In <\/em>Boualen (Coord), <em>Les p\u00f4les de comp\u00e9titivit\u00e9\u00a0: gouvernance et performance des r\u00e9seaux d\u2019innovation<\/em>, Hermes Science Publications, Paris, chapitre XII.<br \/>\nZapalski E. (2019). Quatri\u00e8me phase des p\u00f4les de comp\u00e9titivit\u00e9 : vers un transfert de l&rsquo;animation aux r\u00e9gions ?, 15 F\u00e9vrier, Localtis.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>La politique de l\u2019\u00c9tat en mati\u00e8re de p\u00f4les de comp\u00e9titivit\u00e9 initi\u00e9e en 2005 a \u00e9t\u00e9 repr\u00e9sentative des nouvelles pratiques inspir\u00e9es du New Public Management, en se posant en concepteur, \u00e9valuateur et r\u00e9gulateur de l\u2019innovation collaborative, \u00e0 travers la cr\u00e9ation des p\u00f4les de comp\u00e9titivit\u00e9 (Chabault, Martineau, 2013). Sa mission a consist\u00e9 pendant 15 ans \u00e0 formaliser &hellip; <\/p>\n","protected":false},"author":1,"featured_media":370,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","footnotes":""},"categories":[10],"tags":[27,5,39],"class_list":["post-165","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-competitivite","tag-innovation","tag-lettre2"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Innovation publique et P\u00f4le de comp\u00e9titivit\u00e9 : vers un d\u00e9sengagement de l\u2019\u00c9tat -<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/observatoire-asap.org\/index.php\/2020\/02\/26\/innovation-publique-et-pole-de-competitivite-vers-un-desengagement-de-letat\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Innovation publique et P\u00f4le de comp\u00e9titivit\u00e9 : vers un d\u00e9sengagement de l\u2019\u00c9tat -\" \/>\n<meta property=\"og:description\" content=\"La politique de l\u2019\u00c9tat en mati\u00e8re de p\u00f4les de comp\u00e9titivit\u00e9 initi\u00e9e en 2005 a \u00e9t\u00e9 repr\u00e9sentative des nouvelles pratiques inspir\u00e9es du New Public Management, en se posant en concepteur, \u00e9valuateur et r\u00e9gulateur de l\u2019innovation collaborative, \u00e0 travers la cr\u00e9ation des p\u00f4les de comp\u00e9titivit\u00e9 (Chabault, Martineau, 2013). 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