The Lisbon Strategy
Andrew Caruana Galizia
Yixiang Zeng
Patricia Abrudan
Diana Sanchez Martin
Andrea Proietti
I. What is “The Lisbon Strategy” ?
 Met in march 2000 in Lisbon, the head of
states of government of the European
Union have launched the objective to
‘become the most competitive and
dynamic knowledge society in the world’
by 2010. The measures that have been
selected and acted upon since then are
known as ‘The Lisbon Strategy’
The new challenge
 The European Union is confronted with a
quantum shift resulting from globalisation
and the challenges of a new knowledgedriven economy
 The Union must shape these changes in a
manner consistent with its values and
concepts of society and also with a view to
the forthcoming enlargement.
The new challenge
 The rapid and accelerating pace of change
means it is urgent for the Union to act now
to harness the full benefits of the
opportunities presented.
The Union's strengths and weaknesses
(How was in the 2000)
 The Union is experiencing its best macroeconomic outlook for a generation.
 The euro has been successfully
introduced and is delivering the expected
benefits for the European economy.
 The internal market is largely complete
and is yielding tangible benefits for
consumers and businesses alike.
The Union's strengths and weaknesses
(How was in the 2000)
 The forthcoming enlargement will create
new opportunities for growth and
employment.
 The Union possesses a generally welleducated workforce
 Growth and job creation have resumed.
The Union's strengths and weaknesses
(How was in the 2000)
 Than 15 million Europeans are still out of
work.
 The employment rate is too low and is
characterised by insufficient participation
in the labour market by women and older
workers.
 The services sector is underdeveloped,
particularly in the areas of
telecommunications and the Internet.
The Union's strengths and weaknesses
 Total employment rate %
The employment rate is calculated by dividing the number of persons aged 15 to 64 in employment by the total
population of the same age group. The indicator is based on the EU Labour Force Survey
80
70
60
EU (25 countries)
50
EU (15 countries)
Euro area
40
Euro area (12 countries)
30
United States
20
Japan
10
0
2000
2001
2002
2003
2004
2005
The Union's strengths and weaknesses
(How was in the 2000)
 There is a widening skills gap, especially
in information technology where increasing
numbers of jobs remain unfilled.
 With the current improved economic
situation, the time is right to undertake
both economic and social reforms as part
of a positive strategy which combines
competitiveness and social cohesion.
II. Innovation and the Lisbon
strategy
 Objective
To define the innovation
process and innovation
policy, and present an
action programme for
the Community and the
Member States.
Innovation and the Lisbon
strategy
The innovation concept
1. Purpose
2. Definition
3. Importance of innovation for
companies
4. Innovation policy
5. The challenges
Innovation and the Lisbon
strategy
6. The framework for innovation policy
7. Other actions :
 Improve the business environment
 The public sector in the EU is both a source

and user of innovation even if obstacles do still
remain.
Creation of clusters and centres of learning.
Innovation and the Lisbon
strategy
 Action plan: The Member States and the
Commission shall therefore develop a
framework for action which contains
priorities and objectives.
The Commission and the Member States
will set up a coordination procedure, and
will intensify mutual learning and
cooperation to develop innovation in the
EU.
III. Review of the Lisbon Strategy
 A mid-term look at the Lisbon strategy
shows the outcomes to be somewhat
disappointing, particularly with regard to
employment.
 The Commission proposes a simplified
coordination procedure and a focus on the
national action plans (NAP).
 Switch of emphasis away from the medium
and long term in favour of the urgent action
needed in the Member States.
III. Review of the Lisbon Strategy
 November 2004 report "Rising to the
challenge: the Lisbon strategy for growth
and employment“:
•
•
•
•
lack of political resolve
inability to complete the internal market in goods
Inability to establish the market for services.
poor coordination of a top-heavy agenda
III. Review of the Lisbon Strategy
1. February 2005: "Working together for
growth and jobs. A new start for the Lisbon
strategy“:



re-launching policy priorities, particularly with regard to
growth and employment.
Member States should appoint a "Mr" or "Ms Lisbon" at
government level
a single Lisbon report at EU and at national level
III. Review of the Lisbon Strategy
2. 20 July 2005: Common actions for
growth and employment:
The Community Lisbon Programme :
Covers 3 main areas:



Knowledge and innovation for growth,
Making Europe a more attractive place to invest and work,
Creating more and better jobs.
III. Review of the Lisbon Strategy
3. 20 April 2005
" Mobilising the brainpower of
Europe” enabling universities to
make their full contribution to the
Lisbon Strategy:

knowledge triangle: - education
- research
- innovation
III. Review of the Lisbon Strategy
THE CORE MODERNISATION AGENDA:
 Attractiveness:
- the imperative of quality and excellence
 Governance:
- the need for better system and institutional
management
 Funding:
- the need for higher and more efficient
investment
III. Review of the Lisbon Strategy
1. 22-23 March 2005:
Presidency conclusions of the Spring
European Council in Brussels concerning
the mid-term review of the Lisbon strategy:



saw the adoption of the simplified Lisbon objectives
conclusions refer to nearly 100 different objectives.
objectives stress the implementation of the reforms
needed for growth and employment.
IV. A New start for the Lisbon
Strategy
 More growth
 More and better jobs
 Better governance
A New start for the Lisbon
Strategy
 More growth
Make the European Union (EU) more
attractive to investors and workers
Encourage knowledge and innovation
A New start for the Lisbon
Strategy
 More and better jobs:
Modernise social protection systems
Improve the adaptability of the workforce and
business sector
Invest more in human capital by improving
education and skills
A New start for the Lisbon
Strategy
 better governance:
Labour market policies (The Luxembourg
process)
Microeconomic and structural reforms (The
Cardiff process)
Macroeconomic and budgetary measures
(The Cologne process)
V. Conclusions
 Europe must commit itself to higher-value
industries with greater knowledge content.
 This requires a restructuring and
revitalisation of the outdated education
system and research for innovation.
Conclusions
 The Lisbon Strategy was a vision for
Europe; with long term goals and
achievements but with an unrealistic
deadline set for 2010.
 The re-launch of the Lisbon Strategy in
2005 ignored the long term goals and
implemented short term policies with
immediate results.