Co-Creating Possibilities Of Sti Parks

Science, Technology and Innovation (STI) Parks are special purpose facilities designed to support research, stimulate innovation, drive technology development and promote Commercialization. Their increasing relevance to national development and global innovation competitiveness aligns with the efforts of United Nations Conference on trade and Development (UNCTAD) which continues to equip multi stakeholders with the knowledge and capacities needed to build consensus and strengthen national innovation systems.

Within the framework of the sustainable development goals (SDGs), STI parks directly contributes to SDG8 (Decent work and economic growth), SDG9 (Industry, innovation and infrastructure), SDG17 (Partnership for the goals). They do so by enabling job creation, supporting industrialization and fostering strategic collaborations. At a workshop held at CSIR-STEPRI in August 2025, Liping Zhang Chief of Science, Technology, and Innovation for development section Division on Technology and Logistic UNCTAD emphasized that STI Parks have the potential to strengthen manufacturing and industrialization, promote inclusion of stakeholder participation, and support the growth of incubation centers and innovation hubs.

Rick Warren (2002), notes that there is no growth without a change, no change without loss and no loss without pain. This reality underscores the level of transformation required across the ecosystem-universities and research institutes, private companies, innovators, government agencies, investors, startups and technology developers -to ensure effective implementation of the STI Parks strategies. These ecosystem actors will rely on industrial value chains, innovation carriers, innovation vouchers, innovation clusters and accelerated project to achieve results. During the workshop Dr. Rajendra Jagdale CEO of STI, India park also highlighted the importance of skill-based degree, reforms in university function to prioritize with hands on experience, comprehensive innovation database, stronger attention to intellectual property management and compulsory internship. These reforms carry strong marketing implications, including the need to position STI parks effectively to its diverse stakeholders, build a distinctive brand, attract sustainable investors and mobilize market ready technologies for transfer and commercialization.

To support successful implementation, Karen (2007) recommends several pillars for a customer-oriented strategy: effective organization of the marketing and communication functions, a robust customer management system, well-motivated employees, a clear vision supported by strong leadership, open internal communication, team cohesion, adequate resourcing, and creative internal marketing practices. Similarly, Robinson and Pearce 2013 advocate for a shared corporate social responsibility approach where organizations collectively support a social issue or project for the STI Park.

Strengthening global partnership, enhancing capacity building initiatives and upholding sound ethical management principles will also be essential. Moreover, an effective marketing strategy for the STI Park must carefully consider customer touchpoints- how clients interact with the park across information and communication interfaces, servicescape, administrative and supportive encounters, technical services, relationship management, digital and post service engagement.

When the multiple service levels are professional, seamless and reliable we succeed in co-creating possibilities and advancing the vision of the late Dr. Ibrahim Murtala Mohammed whose passion for innovation continues to inspire national development efforts.