Lorenzo Ambrosini, what are the elements that distinguish a truly high-performance innovation ecosystem today, capable of generating value over time?
A truly high-performance innovation ecosystem today is distinguished by several key elements: the quality of its human capital, the density of relationships between businesses, universities, and institutions (the so-called "triple helix" model), the availability of capital, and a culture open to risk and collaboration. Talent or funding aren't enough: what makes the difference is the ability to make them interact continuously and productively, fostering cross-fertilization between sectors and disciplines. Historically, innovation ecosystems emerge where research, business, and finance meet on a stable basis: Silicon Valley is the best-known example, followed by places like Route 128 in Boston, Cambridge, and Tel Aviv. In these contexts, a model based on trust, the circulation of skills, and widespread entrepreneurship has developed. Today, an effective ecosystem is also inclusive, international, and capable of rapidly adapting to technological and market changes. The real challenge, therefore, is not just to generate innovation, but to transform it into lasting value for the region and society.
How important are factors such as collaboration, shared vision, regional attractiveness, and the ability to support business growth in this regard?
They matter enormously, and it is often these very factors that determine the success or failure of an ecosystem. Collaboration is the driving force: without ongoing dialogue between businesses, research, and institutions, ideas remain isolated and struggle to translate into concrete innovation. Likewise, a shared vision allows efforts to be directed toward common goals, avoiding fragmentation and duplication. The attractiveness of the territory is another crucial factor: talent, investors, and businesses choose dynamic, open, and internationally well-connected environments. But attracting isn't enough: knowing how to retain and foster growth is crucial. This is where the ability to support businesses throughout their life cycle comes into play, from the initial idea to scalability, with appropriate tools, expertise, and market access. In short, a high-performance ecosystem isn't just a place, but a cohesive and intentional network, capable of generating trust and sustaining solid and competitive growth paths over time.
Looking at Ticino, what are the main strengths of its innovation ecosystem today and what signs do you consider most encouraging?
Certainly, the presence of qualified players—from USI to SUPSI, to the competence centers of the Switzerland Innovation Park Ticino—guarantees a solid foundation of knowledge and expertise, as well as a growing focus on innovation in public policies, with increasingly structured support tools. But the Canton of Ticino has some distinctive strengths compared to other ecosystems. First, its small size facilitates relationships: universities, research centers, institutions, and businesses communicate more quickly, creating an agile collaborative network capable of finding pragmatic solutions. Another key factor is its geographic location on the north-south axis: Ticino is a natural bridge between Switzerland and Italy, with access to markets, talent, and international networks. This isn't just a logistical advantage, but also the ability to engage with diverse cultures. Added to this is the quality of life, primarily dictated by the Swiss framework conditions, but also with its own local specifics. Among the most encouraging signs are the increase in innovative startups, greater collaboration between the public and private sectors, and the ability to attract projects and investments from outside. In other words, a more widespread and mature culture of innovation is taking hold, suggesting significant growth potential in the medium to long term.
Where do you see the most significant scope for development, so that Ticino can further capitalize on its innovative potential?
The scope for evolution lies primarily in scale and continuity. Ticino has strong expertise and initiatives, but it needs to strengthen its capacity for critical mass, networking its players more closely and focusing resources on certain strategic priorities. Greater integration with broader ecosystems—both Swiss and European—can amplify opportunities and visibility. Another key area is access to capital, particularly during growth phases: supporting the transition from startups to established businesses remains a crucial challenge. At the same time, it is important to attract and retain talent by offering stimulating career paths and a competitive environment both nationally and internationally. Finally, we need to consolidate an even more widespread entrepreneurial culture, capable of leveraging risk and innovation as development levers. The potential is there (and is already showing its first fruits): the challenge is to orchestrate it with greater ambition and long-term vision.
In a transformational phase like the current one, what role is the Agire Foundation called upon to play within the Regional Innovation System?
«At the current stage Fondazione Agire Agire is called upon to strengthen its increasingly central and strategic role within the Regional Innovation System: that of "architect" and ecosystem facilitator. Not only a provider of support services, but above all a coordinator, point of reference, and "gateway" for businesses, startups, and stakeholders. Agire must act as a collector of the expertise present in the region, networking public and private actors, enhancing their roles, and avoiding overlap. In this sense, its primary contribution is to create coherence, direction, and critical mass in a system otherwise prone to fragmentation. Furthermore, the Foundation is called upon to strengthen its role as a center of expertise, capable of understanding the needs of businesses at various stages of development and directing them towards the most appropriate resources. This role combines knowledge, support, and the ability to establish the right connections. Finally, Agire plays an enabling role: it stimulates a culture of innovation, reduces risk for SMEs and startups, and helps make Ticino more attractive to talent and investment. In short, its value increasingly lies in its ability to make the system work as a whole, generating a lasting impact on the territory."
What strategic directions are you already working on to support Agire's future evolution and strengthen its positioning in the medium to long term?
The strategic directions we are working on aim to strengthen Agire's role as a central hub, facilitator, and driver of the ecosystem, leveraging the various stakeholders. First, we aim to consolidate our coordination function, making the Foundation increasingly recognized as a point of access and orientation for the entire Ticino innovation system. At the same time, we are investing in strengthening internal expertise and the ability to systematically understand the needs of SMEs and startups, thus offering more targeted support throughout all stages of their development (including strengthening the Boldbrain Startup Challenge accelerator and revitalizing the Tecnopolo Ticino). This also translates into greater attention to the quality of services and impact measurement. Another key direction concerns the development and enhancement of networks: more structured collaborations with local stakeholders, but also a growing openness to national and international contexts, to increase attractiveness and opportunities. Finally, we are working on our positioning and communications to make Agire's role clearer and more recognizable, while strengthening governance, management tools, and adaptability in an ever-changing environment."
