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Orchestrating ‘Strategic Coupling’: A Shared, Place-Based Leadership Approach of Regional Cluster Governance SDIN Conference | Friday March 11, 2016
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Orchestrating ‘Strategic Coupling’: A Shared, Place-Based Leadership Approach of Regional Cluster Governance
SDIN Conference | Friday March 11, 2016
‘STRATEGIC COUPLING’ (I)
[email protected] | [email protected]
place-based local interests (space of dependence, SoD) build-up of localised advanced assets Local to Global Production Networks (spaces of engagement, SoE)
‘STRATEGIC COUPLING’ (II)
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Positionality:
1. places plugged in urban networks (core-periphery)
2. plugged into global corporate hierarchies (control, production or relay centres)
3. places as market contexts/’fabrics’ (socio-institutional bearers of market conventions)
‘STRATEGIC COUPLING’ (III)
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Beyond innovation as mantra/dogma:
1. a key condition for current processes of value creation and capturing
2. a feeder of attitudes of entrepreneurship and reflexivity
3. a repertoire of widely resources and practices focused on entrepreneurship and innovation circulating amongst individual businesses and their networks
ENTREPRENEURIAL DISCOVERY (1)
capacity to explore and pitch entrepreneurial ideas and acquire support
pre-cognitive, intuitive and even speculative elements
certain hubs are ‘naturally’ endowed with ED (connectivity threshold)
‘ecosystem’ change: room for informality, accidental encounters and serendipity
15-03-167 [email protected] | [email protected]
ENTREPRENEURIAL DISCOVERY (II)
many places face a serious challenge to go beyond;
established practices and risk-averse behaviour
usual suspects, channels of communication and decision-making
copycat scripts, magic bullets, and clichés
classical, phased, accountable policy cycles
15-03-168 [email protected] | [email protected]
SYNERGY KNOWLEDGE
embodied, situated, dialogical,
reflexive knowledge with
strategic and tactical
ramifications (in view of the
SoD-SoE nexus) > ‘intelligence’
facts, data and observations,
interpreted through models,
stories and images, resulting in
visions and recommendations
combining strategic and
communicative rationalities
importance of local ‘peers’ (as
communicative and political
arena)
significant rather than
substantive knowledge
(Crevoisier & Hugues)
15-03-1610 [email protected] | [email protected]
LEADERSHIP (I)
emerging and perceiving local SoDs, scanning and navigating SoEs, facilitating review, dialogue, intelligence
“Leadership thus is a multi-tier activity that has the aim of creating ‘capacity to act’ “path dependent”, with regional protagonists in the role of “system thinkers, boundary spanners, conceptualizers and connectors” (Sotarauta et al.) > distributed, (de)centred
15-03-1612 [email protected] | [email protected]
LEADERSHIP (II)
players versus relations: “never-ending interplay between the collective and individual” (Sotarauta)
openness versus rule-setting: members, modes of communication
strategy versus emergence: moderately conservative
inside-out versus outside-in: SoD ><SoE
common identity versus individual reputations (we<>me)
15-03-1613 [email protected] | [email protected]
FRAMING
scaling up existing TW-NY collabs + Brainport (& Leuven, Aachen)
framing {internally and externally}: strength in numbers. R256: "in search of critical mass“. 'Borrowed-size'-strategy
poor (sub)regional relational anchoring 'masked' aka. compensated by unifying brand
15-03-1615 [email protected] | [email protected]
EX-ANTE INSTITUTIONALI-ZATION
building upon momentum = national recognition & sense of urgency ► RMT-H;
a 'hollow' brand? a preemptive
representation a purely tactical take
on positionality a destabilizing force a ‘trickle down
conditionality’
15-03-1616 [email protected] | [email protected]
5-DIMENSIONAL GAME OF CHESS
signification process = 5-dimensional game of chess:
the Topteam assessment
the Health Valley Businessplan
the RedMedTech Highway Strategy Report
the City of Nijmegen 2020 Innovation Agenda
the City Region's unified branding attempt
asynchronous, multi-contextual, political
15-03-1617 [email protected] | [email protected]
LEADERSHIP – AMBIVALENCES (I)
CH1: mobilisation is key
CH2: peer review “is open source”, but participant pre-selection + different ranks probability ⱷof inclusion | primary or ⱷsecondary appraisal
somewhat nullified as signification = iterative process
15-03-1618 [email protected] | [email protected]
LEADERSHIP – AMBIVALENCES (II)
CH3: long-term commitment vs. flexibility
CH4: breaking free from path-dependency | regional entity vs. thematic network | cross-border mentality
CH5: steering clear of sub-regional claims to ownership | limiting overt bureaucratic behavior | safeguarding individual identity
15-03-1619 [email protected] | [email protected]
CONCLUSIONS
15-03-16
understand local action (tactical/strategic) from a relational positionality (SoD <> SoE) driven by ‘synergy knowledge’: situated, significant, framing, requiring ‘discovery’ and
orchestration RedMedTech-Highway case
typical ‘non core’ challenge and framing limited ‘discovery’, top down, narrow orchestration more ‘players’ than relations; selected ‘peers’; poorly founded strategy; biased openness;
seeking new spatial identity
