www.algoe.fr 1

www.algoe.fr

COMPERAMonitoring and Evaluation workshop Ljubljana, 15 - 16 September 2009

Olivier Exertier, Senior Consultant - Algoé ConsultantsMail : olivier.exertier@algoe.fr - Phone : +33 609 258 688

Best practices within 10 Competence Research Centres

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 2

Agenda

1 - Introduction :

Algoé and its missions regarding clusters and CRC

2 - Best practices within world class clusters

Monitoring

Balance scorecard (Digibusiness Helsinki)

Design for Six Sigma (AéroMontréal)

Other topics of interest

Networking and cluster management (Silicon Saxony)

Funding and supporting innovative companies (Cambridge Silicon Fen)

Infrastructures and technological platforms (Tel Aviv Silicon Wadi)

Dealing with human resources, training and employment (AéroMontréal)

Promotion, branding and international development (Medicon Valley)

3 - Conclusions

4 - Questions and discussion

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 3

1-1- Introduction:

11 22 33 44

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 4

Algoé Consultants

A management consulting firmA management consulting firm

• 220 personnes• 170 consultants • Turnover: 28 M € • Average age: 38 years

• 220 personnes• 170 consultants • Turnover: 28 M € • Average age: 38 years

OrganisationHuman ressourcesProject managementMarketing & innovation

OrganisationHuman ressourcesProject managementMarketing & innovation

Member ofAllied Consultants Europe

Londres

Paris

Bruxelles

Luxembourg

Genève

Lyon

Amsterdam

Milan

Madrid

Stockholm

Marseille

Lisbonne

Turin

Stuttgart

5 000 projects since 50 years in more than 40 countries

600 management missions implemented every year

5 000 projects since 50 years in more than 40 countries

600 management missions implemented every year

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 5

French competitiveness cluster program

► Competitiveness clusters have been created in France in 2005 to increase the competitiveness between companies and develop employment among expanding markets.

► A competitiveness clusters is an initiative that brings together companies, research centers and educational institutions in order to develop synergies and cooperative efforts.

A few figures

◄ 71 competitiveness clusters today

◄ 5 000 companies, 80% SME

◄ 14 000 R&D professionals

◄ 5 billions Euros of investment

◄ 1 400 projects

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 6

Study on 10 world class CRC

▲ At the beginning of 2009, French competitiveness clusters entered their second phase: version 2.0. The goal of the study lead by Algoé Consultants for the French Ministry of Industry is to help improving performance of French clusters through gathering good practices from ten foreign CRC, focusing on 5 specific topics:

1/ Cluster leadership, networking and management,

2/ Support and financing for the business creation process, start-ups and SMEs,

3/ Employment and skill management,

4/ International promotion and development,

5/ Infrastructures, assets and technology platforms

▼ Best practices can be defined as experiences and management process within

clusters which implementation and results can be considered as interesting, at

international level.

▼ Before transferring such, one should consider : social or cultural factors, as well as

technical and financial means, or possible resistance to organisational changes.

Algoé’s mission and its objectivesAlgoé’s mission and its objectives

Best practicesBest practices

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 7

Study on 10 world class CRC

▲ World class CRC usually gather the following characteristics: Job concentration and integration of the sector,

Presence of leading international manufacturers,

Interactions between public and private stakeholders.

+ Seniority and maturity of the leadership structure,

+ Entrepreneurial and job-creation spirit,

+ Existence of dedicated funding structures (start-up money, venture capital, etc.),

+ International focus oriented (the firms' export rates, international partnerships, etc.).

▼ Life sciences: BioValley Basel (Switzerland) and Medicon Valley (Denmark-Sweden)

▼ ITCs: Silicon Wadi in Tel Aviv (Israel) and Digibusiness in Helsinki (Finland)

▼ Nanotechnology:Silicon Fen in Cambridge (UK) and Silicon Saxony in Dresden (Germany)

▼ Eco-technology: Chemsite Rhur Valley (Germany) and Cleantech Stockholm (Sweden)

▼ Transport: CARS in Stuttgart (Germany) and AéroMontréal in Québec (Canada)

« World class » Competence Research Centres « World class » Competence Research Centres

10 world class CRC10 world class CRC

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 8

Study on 10 world CRC

SCANDINAVIA :Medicon Valley - Denmark SwedenCleantech Scandinavia - StockholmDigiBusiness - Helsinki

ISRAEL :Silicon Wadi - Tel Aviv

GERMANY :Cars - Stuttgart

ChemSite - Ruhr

Silicon Saxony - Dresde

SWITZERLAND :BioValley - Basel

UNITED KINGDOM :Silicon Fen - Cambridge

CANADA :Aéro Montréal - Québec

100 interviews with :- cluster organisations,- large companies,- SMEs & start up,- research centers,- universities,- national and local public authorities- Business angels, VC, consultants, Chamber of Commerce…

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 9

2- Best practices within

world class CRC:

11 22 33 44

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 10

Monitoring : Design for Six Sigma

▲ Six Sigma is a performance methodology create in the 1980’s (Motorola) inspired from the “Houses of Quality”. It aims at solving existing manufacturing or service process problems and removal of the defects and variation associated with defects. The traditional DMAIC (Define – Measure – Analyze – Improve – Control). It focuses on continuous improvement of manufacturing or service process development.

▲ Design for Six Sigma (DFSS) is a separate and emerging business-process management methodology related to traditional Six Sigma. While the tools and order used in Six Sigma require a process to be in place and functioning, DFSS has the objective of determining the needs of customers and the business, and driving those needs into the product solution so created. DFSS is relevant to the complex system/product synthesis phase, especially in the context of unprecedented system development. It is process generation in contrast with process improvement.

Six SigmaSix Sigma

Design for Six Sigma (DFSS)Design for Six Sigma (DFSS)

Using industrial performance methodology

to define and to monitor CRC projects:

AéroMontréal exampleSix SigmaSix Sigma

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 11

Monitoring : Design for Six Sigma

Using industrial performance methodology

to define and to monitor CRC projects:

AéroMontréal example

Design for Six SigmaDesign for Six Sigma

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 12

Monitoring : Design for Six Sigma

▲ Six Sigma is a performance methodology create in the 1980’s (Motorola) inspired from the “Houses of Quality”. It aims at solving existing manufacturing or service process problems and removal of the defects and variation associated with defects. The traditional DMAIC (Define – Measure – Analyze – Improve – Control). It focuses on continuous improvement of manufacturing or service process development.

▲ Design for Six Sigma (DFSS) is a separate and emerging business-process management methodology related to traditional Six Sigma. While the tools and order used in Six Sigma require a process to be in place and functioning, DFSS has the objective of determining the needs of customers and the business, and driving those needs into the product solution so created. DFSS is relevant to the complex system/product synthesis phase, especially in the context of unprecedented system development. It is process generation in contrast with process improvement.

Six SigmaSix Sigma

Design for Six Sigma (DFSS)Design for Six Sigma (DFSS)

Design for Six SigmaDesign for Six Sigma

Using industrial performance methodology

to define and to monitor CRC projects:

AéroMontréal example

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 13

Monitoring : Balanced Scorecard

▲ The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non-profit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system.

▲ It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. the roots of the this type of approach include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.

Balanced ScorecardBalanced Scorecard

OriginsOrigins

Balanced Balanced ScorecardScorecard

Strategic planning and management system

to define and to monitor CRC projects:

DigiBusiness Helsinki example

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 14

▲ Implementing a balanced scorecard implies 4 steps : 1/ Traduce the vision in operational objectives,

2/ Communicate on the vision and define individual performance,

3/ Plan activities,

4/ Evaluate and make adjustments according to results

Monitoring : Balanced Scorecard

Balanced ScorecardBalanced Scorecard

Balanced Balanced ScorecardScorecard

Strategic planning and management system

to define and to monitor CRC projects:

DigiBusiness Helsinki example

▲ Within the Digibusiness Helsinki CRC, the balanced scorecard focuses on dindicators related to : networking and projects, database, business and companies growth, international development (projects, foreign investments…).

DigiBusiness approachDigiBusiness approach

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 15

Other topics of interest

Networking and cluster management : Silicon Saxony example

technos

sub-clusters: Materials, Design, Packaging / test…

technos

sub-clusters: Materials, Design, Packaging / test…

Market sub-clusters:

Solar energy, Services, Smart

systems

Market sub-clusters:

Solar energy, Services, Smart

systems

Country

sub-clusters:

USA, China, India…

Country

sub-clusters:

USA, China, India…

Competence sub-clusters:

Production, Funding, Research, Training…

Competence sub-clusters:

Production, Funding, Research, Training…

Sub-cluster RFID

Sub-cluster RFID

Sub-cluster software

Sub-cluster software

Sub-cluster automation production

Sub-cluster automation production

Sub-cluster training

Sub-cluster training

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 16

Other topics of interest

Dynamique entrepreneuriale

Dynamique entrepreneuriale

Créations de start up

Créations de start up

Entrées en bourse ou acquisitions

Entrées en bourse ou acquisitions

World class clusterWorld class cluster

Deal FlowDeal Flow

Cash FlowCash Flow

Three trends supporting innovative entrepreneurship: Cambridge example

CompetencesCompetences

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 17

Other topics of interest

Integration of incubators and services: Tel Aviv example

FundingFunding

World class clusterWorld class cluster

Supporting Supporting

Shared means Shared means

National program: 24 technological incubators

Yozma & Tnufa

programs…

Entrepreneurs with

innovative projects

Entrepreneurs with

innovative projects

Technological incubators,

MIT Forum…

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 18

Other topics of interest

GPECGPEC

EmploisEmplois

Un triple mouvement au service des compétences :

l’exemple de la grappe d’AéroMontréal

FormationFormation

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 19

Other topics of interest

PromotionPromotion

Inter-clustering

Inter-clustering

Promotion, branding and international development: Medicon Valley example

Branding

Branding

InternationalInternational

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 20

3 -3 - ConclusionsConclusions

11 22 33 44

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 21

ConclusionsConclusions

Three virtuous models of « world class » CRC

x

BIG INDUSTRY CRC(Example: BioValley Basel in Switzerland,

CARS Stuttgart in Germany)

BIG ACADEMY CRC(Example: Cambridge Silicon Fen in

UK, Tel Aviv in Israel)

COLLABORATIVE CRC (Example: Medicon Valley in

Denmark & Sweden, Silicon Saxony in Germany)

INDUSTRYWorld HQ

Wolrd R&DProduction

UNIVERSITY Top 10 Shanghai

UNIVERSITY

Spin off

VC

R&D centerlarge companies

Private R&D

Private R&DSpin off

SMEs

SMEs

Image & business

INDUSTRYWorld HQ

Europe R&D

UniversitySpin in

VC & consultingSpin off

Spin out

Spin out

SMEs

Spin in

Spin out

VC and consulting

Publics authorities

Spin in

Image & business Image & business

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 22

Conclusions

COMPANIESPUBLIC

AUTHORITIES

UNIVERSITY& LABS

PRIVATE INVESTORS

COMPANIES

PUBLICAUTHORITIES

UNIVERSITY& LABS

From 3 to 4 main players

► Competence Research Centres (CRCs) are defined as structured, long-term RTDI collaborations in strategic important areas between academia, industry and the public sector.

► In the most mature and dynamic CRC, other actors are playing a raising role, by supporting entrepreneurs and innovative companies : BA, VC, CV, Consultants…

Competence Research Centres: a changing modelCompetence Research Centres: a changing model

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 23

4- Questions and4- Questions and

discussiondiscussion

11 22 33 44

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 24

Monitoring : Design for Six Sigma

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 25

Monitoring : Design for Six Sigma

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 26

Monitoring : Design for Six Sigma

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 27

French competitivness cluster program

French public authorities

French Competitiveness clusters Missions pour les pôles de compétitivité

Montage des dossiers de candidature

Feuille de route stratégique et plan d’actions 2009-2011

Stratégie technologique, roadmap technologique

Diagnostic de l’offre de formation & gestion prévisionnelle de l’emploi et des compétences

Etudes de définition et de faisabilité de plateforme technologique

Partenariat inter-pôles

Evénementiel

Missions pour les pouvoirs publicsMeilleures pratiques de pôles de compétitivité

au plan international

Impact des pôles de compétitivité sur l’économie et les territoires

www.algoe.fr COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé 28

Algoé : Missions on European clusters