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Differing priorities in clustering and innovation –
a view from South Africa
Nigel Gwynne-Evans
Cluster Development in Tim...
Differing priorities in clustering and
innovation – a view from South
Africa
TCI Conference
September 2013
New section heading
Broad generalisations between developing and
developed economies
• Differing industrial structure (Mor...
New section heading
Cape region cluster programme key facts
• 15 clusters – Euro 60m
since 2006
• 140 staff in clusters (4...
New section heading
Focus sectors for economic development: High
multipliers
Focus
sectors
• Oil, Gas and Marine
Complex
•...
New section heading
WC Clusters - 2013
New section heading
10 functions of Cluster Initiatives
Goals of cluster
initiatives
Marketing and
promotion
Skills and tr...
New section heading
Primary product/ Industrially focused needs
• Structure of the SA cluster programme –
dominated by man...
New section heading
Examples of dominant functions of each sector:
• Oil and gas services: Infra-structure, skills,
invest...
New section heading
Dominant Functions in service sectors:
• Call-centres: Investment attraction and skills
• ICT sector: ...
New section heading
Our experience with “Innovation” as a tool
• Innovation a very broad concept
• Difficult to determine ...
New section heading
For Africa/ Developing countries
• Be wary of driving developed economy
agenda’s on early-stage cluste...
Thank you
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TCI2013 A view from South Africa

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By Nigel Gwynne-Evans, Western Cape Government, South Africa, presented at the 16th TCI Global Conference, Kolding 2013.

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Transcript of "TCI2013 A view from South Africa "

  1. 1. Differing priorities in clustering and innovation – a view from South Africa Nigel Gwynne-Evans Cluster Development in Times of Change 5 September 2013
  2. 2. Differing priorities in clustering and innovation – a view from South Africa TCI Conference September 2013
  3. 3. New section heading Broad generalisations between developing and developed economies • Differing industrial structure (More primary sector/ industrially focused). • Within sectors – differing challenges. • Cluster initiatives at different phases – generally less mature. CONCERN WITH THE USE OF “INNOVATION” AS A CONCEPT FOR DELIVERY IN A DEVELOPING COUNTRY CONTEXT
  4. 4. New section heading Cape region cluster programme key facts • 15 clusters – Euro 60m since 2006 • 140 staff in clusters (40 Public/ 100 Cluster ) • Funding - 60% from government/ 40% outside • 6000 member companies represented • All 4 universities • Average 6 staff per SPV, but range from 2 up to 35 employees. • Not-for profit companies • Public/ Private funded • Open membership to all firms and actors within the cluster • Representative boards (majority industry + reps from academic & research institutions / government). • Directors appointed on an annual basis through open-AGM process • Directors positions are non- remunerative • CEOs – industry specialists Background Nature of Clusters
  5. 5. New section heading Focus sectors for economic development: High multipliers Focus sectors • Oil, Gas and Marine Complex • Green Economy • Tourism and Film • BPO, Financial Services and ICT • Agri- Aqua and food processing • Creative and Design- Industries • Clothing, Textiles & Fashion • Metals and Engineering 1st leg: Key Propulsive Sectors 2nd Leg: Employment Supporting Sectors Focused on reducing unemployment, through facilitating 400,000 new direct jobs: Further multiplier effects of 2.5
  6. 6. New section heading WC Clusters - 2013
  7. 7. New section heading 10 functions of Cluster Initiatives Goals of cluster initiatives Marketing and promotion Skills and training Debottlenecking Innovation support Transformation Productivity programmes Networking Understand the industry Business development Support institutions 1 2 “SPVs provide the framework to deliver targeted programmes to firms within an industry sector” 3 4 5 6 7 8 9 10
  8. 8. New section heading Primary product/ Industrially focused needs • Structure of the SA cluster programme – dominated by manufacturing – primary producers • Programmes dominated by benchmarking, upgrading programmes, investment attraction, export-development, skills. • Service sectors focused on skills, promotion, mentorship, venture capital attraction).
  9. 9. New section heading Examples of dominant functions of each sector: • Oil and gas services: Infra-structure, skills, investment attraction • Clothing and textiles: Lean manufacturing and benchmarking • Agri-processing: New investment, export development and production efficiencies • Engineering: Skills and lean manufacturing. • Clean-tech: Investment attraction, skills • Craft and design Sectors: Entrepreneurship, market development, product development
  10. 10. New section heading Dominant Functions in service sectors: • Call-centres: Investment attraction and skills • ICT sector: Entrepreneurship support; skills development, funding attraction. • Bio-tech: Commercialisation
  11. 11. New section heading Our experience with “Innovation” as a tool • Innovation a very broad concept • Difficult to determine the tools that should be applied • Not well understood in primary/ manufacturing sectors • Difficult to convince CEO’s/MD’s that they need to adopt innovation as a priority (need to focus on more concrete actions) • Triple Helix / R&D considerations less critical? (Applied research & graduate development more important)
  12. 12. New section heading For Africa/ Developing countries • Be wary of driving developed economy agenda’s on early-stage cluster development • Focus on addressing competitiveness issues and the underlying market failures confronting each sector • Firm-level upgrading & market development • Skills development • Infra-structure and investment • Regulatory constraints
  13. 13. Thank you
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