Promotes a bio-based economy with the goal of creating conditions for value added and competitiveness by 2050.
Strengthens the aerospace technology area through increased collaboration, research and information dissemination.
Works for Sweden to become a leader in utilizing the benefits of having things and people equipped with built-in sensors.
Strengthens the Swedish process industry and develops the innovation capacity of the industry's suppliers.
Creates a national base of research, innovation and education for competitive Swedish production 2030.
Works for Sweden to become one of the world's ten leading countries in utilizing the material graphene.
Low weight is one of the largest means of competition for Swedish industry and a Swedish area of strength.
Reduces environmental impact, shortens planning and construction time, reduces construction costs and enables new business logic.
Strives for Sweden to be a world-leading industrial country in all areas where we are dependent on electronic systems by 2025.
Contributes to sustainable growth and strengthens the competitiveness of the Swedish mining and metal extraction industry.
Strategic research and innovation agendas
The basis for the strategic innovation programs is the investment in strategic research and innovation agendas that took place between 2012 - 2016. The actors within an area formulated a common vision and objective and defined needs and strategies for the development of an innovation area.
The starting point for the agendas was to meet important societal challenges and to create growth and strengthen Sweden's competitiveness in the area. The developed agendas span a wide range of areas.
Mapping shows several positive effects
On behalf of the authorities, Sweco has now carried out a survey of the strategic innovation agendas. The survey shows that the agendas continue to be useful by being a good tool for increased collaboration between different actors. The results show, among other things, that:
- The agendas cover many areas, but are mainly focused on information and communication technology as well as the energy and climate area.
- Many actors have been involved in developing the agendas.
- There has been a great deal of commitment among participating actors.
- The project managers perceive that the work with the agendas has been a good tool for gathering actors in different activities and areas to develop a common strategy.
- The agendas today are used in different ways even if the project has been completed, for example as a basis for a proposal for additional funding in the area.
Read the agendas
The programs are evaluated
The strategic innovation programs are evaluated every three years. The main purpose of the first evaluation of a programme is to evaluate the establishment phase and to gain insight into the program's strengths and potential for improvement.
The second evaluation is carried out when the program has been active for six years. That evaluation is more comprehensive and focuses on how the program has achieved the set objective, and identifies results and early effects of the project funded.
All completed six-year evaluations are published on Vinnova's website.