Fitt Toolbox Cluster Management Scorecard Final

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Fitt Toolbox Cluster Management Scorecard Final

  1. 1. FITT (Fostering Interregional Exchange in ICT Technology Transfer)
  2. 2. <ul><li>The Balanced Scorecard methodology is used, to give managers a tool for translating a strategy or a vision into actions and a clear set targets. </li></ul><ul><li>The Balanced Scorecard methodology can solve the following management problems: </li></ul><ul><li>Clarify and translate vision and strategy </li></ul><ul><li>Communicate and link strategic objectives and actions </li></ul><ul><li>Plan, set targets and align strategic initiatives </li></ul><ul><li>Enhance strategic feedback and learning </li></ul>Balanced Scorecard - Management Tool for Cluster Managers
  3. 3. 5 steps for defining the Cluster Management Scorecard Step 1 : Checking the strategy Step 2 Define the structure of the balanced Scorecard Step 3: Setting objectives, targets and strategic initiatives Step 4: Implementation Step 5: Learning effects
  4. 4. Step 1: Checking the strategy <ul><li>Strategy is needed </li></ul><ul><li>Most cluster initiatives don’t have a fully developed strategy </li></ul><ul><li>First step: identify the real focus and identify the most important objectives (e.g. workshops) </li></ul>
  5. 5. Step 2 : Define the structure of the BSC <ul><li>Transform the strategy into four or five perspectives </li></ul><ul><li>Each perspective is one main topic for the cluster initiative </li></ul><ul><li>The value of this approach: </li></ul><ul><ul><li>all relevant targets/aspects are taken into consideration for the strategy </li></ul></ul><ul><ul><li>it avoids the exclusive focus on just one limited aspect </li></ul></ul>
  6. 6. Step 3: Setting objectives, targets and strategic initiatives <ul><li>The objectives of the cluster initiative are conveyed directly from the strategy </li></ul><ul><li>Focus on the objectives, which are crucial for realising the strategy. </li></ul><ul><li>Not more than 20 objectives should be written down. </li></ul><ul><li>For each objective, the following aspects have to be developed: </li></ul><ul><ul><li>Indicators and measurement categories Find indicators, which help to monitor the achievement of the objectives. </li></ul></ul><ul><ul><li>Targets For each indicator clear targets have to be defined. </li></ul></ul><ul><ul><li>Strategic initiatives Strategic initiatives are all actions, which help to reach the objective. </li></ul></ul>
  7. 7. Step 4: Implementation <ul><li>Implementation is a complex process </li></ul><ul><li>A consensus about which perspectives, objectives, indicators and strategic initiatives has to be found with all members of the initiative </li></ul><ul><li>Members of the cluster initiative need to be involved in the decision-making process (e.g. in workshops for strategy definition) </li></ul><ul><li>Organisation of workshops to involve all members : normally 1 or 2 workshops are needed to implement a functional Balanced Scorecard. </li></ul>
  8. 8. Step 5: Learning effects <ul><li>Implementation of a balanced scorecard is only the first step </li></ul><ul><li>constant use has to be secured: organize scorecard meetings on a regular basis </li></ul><ul><li>In these meetings: discuss categories, strategic targets, the current status and problems </li></ul><ul><li>Collect learning effects: cluster managers can see, which actions supported the realisation of the defined strategy and which actions were without effect.  Constant monitoring  Control and overview of activities  Optimization of actions </li></ul>
  9. 9. Who? <ul><li>Stakeholders </li></ul><ul><ul><li>Cluster managers of German speaking area (Platform is currently only available in German) </li></ul></ul><ul><ul><li>Facts & Figures </li></ul></ul><ul><ul><ul><li>MFG: 3 months planning and implementation of the tool </li></ul></ul></ul><ul><ul><ul><li>External BSC expert involved </li></ul></ul></ul><ul><ul><ul><li>Target for 2010: 5 cluster initiatives </li></ul></ul></ul>
  10. 10. Balanced Scorecards for Cluster Managers PRO’s <ul><li>Improves cluster management </li></ul><ul><li>Very flexible tool: adoptable to any strategy and objectives </li></ul><ul><li>Cluster initiatives to structure the complexity of their objectives and to visualize their strategy </li></ul><ul><li>New ways to measure objectives, which are hard to measure </li></ul><ul><li>Success can be made ‘visible’ by demonstrating which targets they have reached </li></ul>CON’s <ul><li>Implementation and acceptation of the Balanced Scorecard. </li></ul><ul><li>A long process to develop a functional scorecard, the benefit of this methodology is not evident immediately </li></ul><ul><li>The challenge is to convince the cluster managers that they really need this important tool </li></ul>
  11. 11. Balanced Scorecards for Cluster Managers PRO’s <ul><li>Balance Scorecard creates transparency: why has an objective failed? </li></ul><ul><li>Supports the learning process, as the tool clearly shows the positive and negative effects of actions </li></ul><ul><li>Flexible, browser-based software </li></ul><ul><li>Interactive tool allows everybody’s participation </li></ul><ul><li>Every member of a cluster initiative can have access to the strategy and can follow objectives of his cluster initiative. </li></ul>CON’s <ul><li>Finding of the objectives, targets, indicators and strategic initiatives for the cluster initiative is complex </li></ul><ul><li>Cluster initiative must find and agree on a common strategy and objectives </li></ul>
  12. 12. Why is a Balanced Scorecard useful for cluster initiatives? <ul><li>Challenges rise for cluster initiatives: </li></ul><ul><li>1) To translate a vision or strategy into concrete objectives and actions </li></ul><ul><li>2) Impact analysis and evaluation is needed for effective management </li></ul><ul><li>3) Lack of transparency: the value of efforts and money cannot be proven without a serious evaluation </li></ul><ul><li>The MFG Monitoring Tool helps to solve these problems: </li></ul><ul><li>The operationalization of a strategy is the greatest value of the Balanced Scorecard methodology. </li></ul><ul><li>It offers the possibility to think about the real goals of a cluster initiative </li></ul><ul><li>It helps to discover the ways, how these goals can be achieved within the next years. </li></ul><ul><li>The tool enables cluster initiatives to show their success and the importance of their work in a clear and structured way. </li></ul>
  13. 13. Lessons Learned <ul><li>It is not always easy to convince the cluster managers of the balanced scorecard methodology  Need to show the benefits (e.g. case studies) and improvements of the management </li></ul><ul><li>Some recommendations </li></ul><ul><ul><li>Find a consensus about the vision and strategy of the cluster initiative </li></ul></ul><ul><ul><li>Involve the members of the cluster initiative </li></ul></ul><ul><ul><li>Have an (internal or external) cluster expert for the moderation of workshops </li></ul></ul><ul><ul><li>Define the targets as concrete as possible (SMART-Rule) </li></ul></ul><ul><ul><li>Do take into account that further developments, updates (technical and content-wise) and maintenance are time-consuming and costly </li></ul></ul>
  14. 14. Suggested Readings <ul><li>Link to bibliography: The cluster initiative Green book Clusters: Balancing Evolutionary and Constructive Forces </li></ul><ul><li>Link to code book: Cluster, Cluster management, Network </li></ul><ul><li>Link to relevant websites </li></ul><ul><li>www.kreatek.de </li></ul><ul><li>www.clusterobservatory.eu </li></ul><ul><li>www.competitiveness.org/article/library </li></ul>

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