Post on 20-Mar-2016
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Cluster Set Up
Training Session Sofia, 20 th November 2013
Roundtable
2
What is your level of experience with clusters ?
What do you expect from this training ?
Training objectives
• Give everyone an understanding of what a cluster is and what the benefits are
• Be aware of the different stakeholders to involve and know how to get their buy-in
• Identify major challenges to overcome when setting up a cluster
• Develop a roadmap to initiate clusters
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Cluster definition and characteristics Focus on cluster supportive
organization (cluster as a legal entity) Stakeholders buy-in Governance & KPI culture and competencies Business service portfolio
and business model Return on experience when setting
up a cluster
Stakeholder’s identification and management on the long term Cluster’s growth and development Cluster’s policies definition
In-Scope Out-of-Scope
Scope
Agenda Wednesday, November 20 th
Module - Description Agenda Time
• Free speech •Why we are here? •What is in and out of scope for this training session ? •What are your experience with clusters management and level of
expectations ?
•Welcome & Introduction
14:15-14:45
•Definition and rationale for setting up a cluster ? •What are the benefits ? • What are the characteristics ? •What are the challenges ? •Medicalps REX
• Setting up a Cluster – An introduction
14:45-15:45
Who
Medicalps
Medicalps (45’ +15’)
•Exercise and group presentation •Working session presentation
15:45-16:15 Medicalps
•“Imagine you are a ……what would be important for you?” (4 different stakeholder’s perspectives and objectives)
Research & academics Industry Institution Social society
• Share and discuss to develop a common vision of what could be the benefits/ risks, contribution (give & take) and proposed mission statement
• “Walk in the shoes of a stakeholder and play the set up of a cluster”
(Round 1)
16:15-17:45
4 Stakeholder teams
•Coffee break
16:00-16:15
• “What did you learn when setting up a cluster that was important from your xyz point of view?”
• Report out & discussion 17:45- 19:00
Stakeholder teams team presenter
Clusters An Introduction : Definition and concept
What is a cluster ? What is an ecosystem ?
Cluster Ecosystem
No shared definition The concept has been introduced
by Moore in 1995
Moore defined business ecosystem as “an economic community supported by a foundation of interacting organizations and individuals – the organisms of the business world
Many definitions of clusters exist driven by purpose and the specific context of its use
Clusters can be defined as a group of firms, related economic actors and institutions that are located near each other and have reached a sufficient scale to develop specialized expertise, services, resources, suppliers and skills
Cluster is an organized group of co-located social actors in an ecosystem shaped by interactions that go beyond geographic frontiers
The concept is a modern description of the long observed phenomenon of geographical concentration of economic activities
What is the origin of the concept ?
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A. Marshall described the advantages of agglomeration of economic activities in terms of availability of a qualified workforce and specialization
Beccatini introduced the concept of industrial districts for regional policy and territorial development, socio-territorial entity which is characterized by the active presence of both a community of people and a population of firms in one naturally and historically bounded area. Porter introduced the concept of industry clusters as a geographic concentration of inter-connected companies and institutions working in a common industry. The concentration of economic activities is viewed as the result of the search of competitive advantages by firms in finding new and better ways to compete and bring innovation faster to the market
1890
1939
1979
1990
Academics
Schumpeter confirms the benefits of agglomeration of economic activities, and stressed the importance of the cluster system in terms of business competitiveness.
Benefits Essential attributes of clusters
Many successful clusters have established a greater competitive advantage and wealth creation for their regions when compared to companies not in a cluster
Why clusters matter ?
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Strategic intent Specialization State funding Geo-concentration Various Actors (start up, SMEs,
large companies, research organizations, innovation intermediaries….)
Interactions fostering information dissemination, knowledge transfer
Sharing of facilities
Local offer of knowledge & relationships development non relocated
Positive effects on the survival of new firms
Higher wages to employees due to specialization
Demand-driven framework and community organization leading to jobs creation in other sectors
Higher tax returns
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2
3
4
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Investments in infrastructure 5
There is a link between clustering and regional economic performance
Each cluster tells its own story
Five dimensions to take into considerations
What are the lessons learnt ?
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Clusters are defined by relationships, not
memberships
Spatial boundaries are variable
2 3
5
Clusters are complex constructs of different dimensions that make them difficult to analyse
Cluster supportive organizations provides a
foundation for cluster
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A cluster can start in a number of ways but needs a
strategic intent
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How does it form ?
A cluster can start in a number of ways but needs a strategic intent
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1
A big company choice of location
Repeated interactions between business leaders
A clear distinction has to be made between clusters as real phenomena and cluster initiatives aiming to build new clusters or scaling up existing ones
Academic research clustering effort
Cluster emergence
Cluster policy driven sooner or later resulting in clusters
Clusters spontaneously
created without any
political support
Expression of a focused strategy to
promote innovation, regional
development and other policy goals
(industrial, SME policy…)
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Clusters are not necessarily corresponding with political borders
Geography influences travel conditions,
cultural identity and personal preference Key questions to consider to define the
boundaries • What is the distance and time that people
are willing to travel for employment ? • What are the distance and time owners and
employers considered as reasonable for meeting and networking ?
• What are the level of values, social norms sharing ?
• Internet are also changing the spatial
dimensions of a cluster however face to ace interactions remain important
Illustration with the Alps Bio Cluster
Spatial boundaries are variable 2
Trust is key for any business relationships
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TRUST = CREDIBILITY X INTIMACY
RISKS
Overtime clusters tend to develop social glue (norms, institution, personal network) that holds the different interlinked actors
Clusters are defined by relationships not memberships
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Cluster’s stakeholders mapping (to be completed given the context)
University
Big companies
Start ups and innovating companies
incubators
Business angels
Venture capital
Patent office
Tech transfer
office
Research institutes
Innovation
intermediaries
Clusters encompass an array of collaborating and competing services and providers so called “innovation intermediaries”
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There is often co-opetition mechanisms between actors
Cluster supportive organizations provides a foundation for the cluster
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Biz angels networks Venture capital Consultancy
Innovation agencies Incubators Technology transfers Cluster management organization ….
Public funded organizations Private funded organization
They can be defined as the legal entity engineering, steering and managing the clusters incl. the participation and access to the cluster’s premises, facilities and activities
Cluster organizations are service providers that create an infrastructure to support cluster
You cannot replicate a model from one country to another
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Two different approaches are used to identify clusters
Qualitative Through case studies
Quantitative The European Cluster
Observatory has developed an approach based on indirect measurement of the effects of cluster such as the concentration of workers or high productivity
Chronological sequence of selected Biotech clusters
Each cluster tells its own story 5
Illustration – Biotechnology cluster
Clusters undergo different phases through their life cycle
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Set up Start up Scale up Grown up Transfer Growth Maturity
Workplace
Turnover
Focus
Financing
Area Needs
- 5 - 50 50 - 200 > 200
- < € 10 Mio € 10 Mio - €100 Mio > € 100 Mio
Basic research Products or technologies development
State funding
Medium Low Dynamically increasing High
2-3 financing rounds State funding
Exchange of capital cashflow
Capital increase
First production and marketing of own
products
Established products and product range
expansion
Size, specialization and focus can be chosen to assess whether the cluster has reached a "specialized critical mass" likely to spillover and develop positive relationships.
Challenges
How to define a sustainable business model for supportive cluster organizations ?
How to reduce risks (IP, asymetric big actors/ SMEs relationships)?
How to measure economic impact on competitiveness and innovation ?
Main challenges faced by clusters
How to manage a network of various actors and build a sense of community ?
How to address structural, cognitive and cultural challenges in scientific cooperation in clusters of excellence ? (Interdisciplinary knowledge creation)
How to accelerate the clustering process and reduce outcome uncertainty ?
How to influence policy that fosters entrepreneurship and innovation ?
How to develop and what are the right competencies for cluster management?
Accelerate the time to international market for innovative companies
and enhance connections
within the local health ecosystem
Medicalps A practical cluster case study
Behind the screen, how to do it in practice ? Step by step : the cooking tools to create a
cluster « a melting pot of fruitful interactions »
4 pillars • Gathering different types of local actors :
stakeholders • By a driving force : a strong willingness to
implement something new • By sharing the same vision • By achieving common goals
Medicalps A practical cluster case study
Medic@lps is an innovation intermediary, embedded in
its local ecosystem
Federating a network of 66 both public and private actors across the Grenoble Area
Medic@LPS represents the local Bioindustry worth 4.1 billion Euros of revenue and 8500 jobs; and nearly 200 state-owned laboratories and major European research institutes.
Universities and research centres Major companies SMEs and new companies Local authorities
Medic@lps believes in
Innovation
Entrepreneurship
Trust
Exchange and reciprocity
Cooperation and Efficiency
Medic@lps: Our Values
Medic@lps: Our common goals
To support growth and economic development of our companies in
the health sector
To animate the Grenoble/Isère Innovation Health ecosystem for a
greater economic dynamic
To stimulate the international attractiveness of this ecosystem
To facilitate markets access for our companies
To promote better employability of life sciences students
Medic@lps : Cluster' Stakeholders
Universities and Engineering schools
Clinical Centers
Teaching hospital
Scientific research centers (CEA, INSERM, CNRS…)
Major European facilities
(ESRF, ILL)
Health & ICT Industries
A true working alliance for biotech/medtech/e Health convergence and development
Return on experience with the SEHTA inception: South East of
England
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Description
Date of creation: 2005 Scope: health industry in
south east England, especially SMEs Founders: regional
development agency, SEEDA Objectives understand and
meet the needs of the health industry in South East England
Context and objectives at set-up
Context. The regional development agency needed to engage with one of its key sectors responsible for economic growth, the health sector. It attempted to do this by creating an arms-length not for profit company to provide an interface with the industry. The company SEHTA offered free membership of a network and provided intelligence on industry needs back to SEEDA who then responded by providing political and financial support for programmes dedicated to creating sustainable businesses. Objectives : create large eclectic network membership, understand needs
of SMEs, source resources and political support to meet those needs
What went well ?
Creation of network Support programmes Sourcing other funding in support of aims e.g. EU Flexibility in Team structure, agile Team
What could have been improved
Planning for future sustainability More freedom to collaborate with other regional
networks