TCI2013 Innovation partnerships as a competitive advantage


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By Anders Eldrup, Chairman Copenhagen Cleantech Cluster and, Denmark

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TCI2013 Innovation partnerships as a competitive advantage

  1. 1. Innovation partnerships as a competitive advantage for cluster companies Anders Eldrup Business summit: strategic innovation partnerships 4 september 2013
  2. 2. Anders Eldrup, Chairman Innovation partnerships as a competitive advantage for cluster companies
  3. 3. BACKGROUND Danish Finance Ministry, 1973 - 2001 DONG / DONG Energy, 2001 - 2012 Chairman, CCC & Vicechairman, CONCITO
  4. 4. About 4 • Member-based national business driven organization - +270 member companies • The official Danish knowledge center and innovation network for the offshore industry. • Focus areas: Networking, Knowledge Sharing, Development projects and Internationalization
  5. 5. The Danish Wind Sector Main challenge: • Reduce cost of energy Some key figures: • Turnover: DKK 51,8 billion • Employees in Denmark: 25.000 The Danish Offshore Oil/Gas Sector Main challenge: • Increase oil recovery rate •Some key figures: •Turnover: DKK 58,2 billion • Employees in Denmark: 15,000 5
  6. 6. Our Vision: Copenhagen Cleantech Cluster strives to become one of the leading, and most dynamic cleantech clusters in the world. By focusing on contemporary societal challenges, CCC works to generate new business opportunities that can strengthen our members. Our Mission: 1. We support the development of new innovative solutions to societal challenges 2. Support and assist new cleantech companies during start-up 3. Attract new cleantech companies to Denmark CCC’S VISION AND MISSION
  7. 7. FOUNDING MEMBERS TRIPLE HELIX Private Companies and Organizations Public Authorities Research Institutions
  8. 8. • Efficient: Each innovation platform is centered around a specific challenge • Market based: Companies can compete on the quality of their solutions • Builds synergies: Brings together stakeholders across sector lines to work on a central issue • Knowledge: Preliminary research generates asset mappings, stakeholder and market analysis etc. CCC’s INNOVATION PLATFORMS A tangible and market-based approach to societal challenges.
  9. 9. Step 1: Identify the challenge • Explore key focus area • Scalable global market potential? • Engage potential project developer Step 2: Innovation platform • Analyze value chain • Map capital and material flows • Involve stakeholders • Define the needs Step 3: Tender / idea competition • Invite consortia to develop solutions to the challenge • Prequalification and competitive dialogue • Evaluation Committee selects winner • Contract signed Step 4: Implementation • Project developer finances the implementation of the winning idea. THE FOUR STEP CCC MODEL
  10. 10. CURRENT INNOVATION PLATFORMS • Smart Cities Digital Infrastructure • Building and Construction Waste • Plastic Waste • Screening the potential for within Water and Biomass
  12. 12. PLASTIC WASTE PLATFORM ANALYSING THE VALUE CHAIN Producers of Granulate • Aage Vestergaard Larsen • Expladan • DK Raastoffer Processing, Manutacturing & Retail • LEGO • Steen & Strøm • Trioplast • Superfos • IKEA • SP Extrusion • DONG Energy Sorting & resale • Ragn-Sells • Marius Pedersen • Dansk Affald A/S Collecting • Renosyd • ARC • VESTFOR Authorities and conditions Københavns Kommune Frederiksberg Kommune Plastindustrien DAKOFA Bech- Bruun Advokatfirma Miljøstyrelsen CCC CRI
  13. 13. Over the course of six months, CCC was screening the waste handeling sector in order to identify the key focus area for the innovation platform Process included: • Asset mapping of danish waste handeling sector, capital flows and analysis of key actors • Over 50 bilateral meetings with private enterprises, research institutions and public authorities • Analysis of waste handeling efforts within EU countries PLASTIC WASTE PLATFORM IDENTIFYING THE PROBLEM CCC Innovation platform focus: “Explores new and better ways to collect, separate and sort plastics from household waste in order to create new business opportunities and a more sustainable handling of plastic waste.”
  14. 14. • Develop system for collection • Develop system for processing used plastic waste • Develop a market demand for recycled plastic waste PLASTIC WASTE PLATFORM CONCLUTIONS