ABSTRACT
A previous paper on RIS3 assessed its potential to influence growth strategies and their delivery. It held that significant further investment work was needed in tools and techniques, data and intelligence, and innovation in leadership capacity and capabilities. It further asserted that such investment was needed to be part of a commitment to a long-run learning and evaluation process. This paper considers synergies and dissonances between these national approaches to development in England. In particular, it explores how far RIS represents a step change from previous approaches to innovation-led growth. Alternatively, is it more accurately an incremental facelift and rebranding of previous orthodoxies? Does it add value to or detract from national policy for England? What roles might the approach play in the so-called ‘devolution revolution’? Can the (small scale, ‘light touch’) Advisory Hub approach support and promote those roles? What, if anything, might the England experience have for other nations and regions of Europe?
