Given that emerging industries mean radical reconfiguration, cluster initiatives for emerging industries need to be ‘radically reorganized’, too, as to be able to provide the right support. This would not be possible if a cluster initiative tries to deal with a radically reconfigured industry only with traditional cluster management tools used for any other industry as demands of an emerging industry may differ substantially from the demands and characteristics of traditional industries. Not only need cluster initiatives be adapted to the specifics of emerging industries, but also new types of financing tools and approaches need to be established or existing ones radically changed. Lastly, new / emerging industries, new cluster initiatives for emerging industries and new financing tools can hardly be realized without also adjusting policy approaches accordingly. New policy approaches should take into account the fact that emerging industries are not organised according to the structure of public institutions or ministries in charge and also take heed of the dilemma between being radically innovative while following policymakers’ and administrations’ rules. In this sense, it is almost impossible for emerging industries to take advantage of policy support tools that require high administrative burdens or providing (financial) guarantees in order to receive for instance funds given that they have not generated much equity finance in early project-phases.

1. 3. Meeting of the EFCEI | Malmö 22.11.2012
Klaus Haasis Dipl.-Ing. | Dipl.-Journ. |
Systemic Coach | Person-Centered Counsellor GwG

2. "Emerging Industries" (Pezzi & Soy)
The establishment of an
entirely new industrial value chain,
or the radical reconfiguration of an existing one,
driven by a disruptive idea (or convergence of ideas),
leading to turning these opportunities into
new products / services with higher added value.
Based on Heffernan, P & Phaal, R (2009). The Emergence of New Industries.
IfM/Industries Programme, University of Cambridge

3. "New" Emerging Industries (Pezzi & Soy)
The establishment of an entirely new industrial value
chain, or the radical reconfiguration of an existing one.
1. "New" Cluster Initiatives for Emerging Industries
The establishment of an entirely new cluster initiative, or
the radical reconfiguration of an existing one.
2. "New" Financing Tools for Emerging Industries
The establishment of an entirely new type of financing
approach, or the radical reconfiguration of an existing one.
3. "New" Policy Approach for Emerging Industries
The establishment of an entirely new type of cluster policy
approach, or the radical reconfiguration of an existing one.

4. New emerging industries
Value chains are being reconfigured
Production
Traditional
R&D Engineering Production Distribution Market
industry
Adapted
Production
Market
Emerging
R&D Engineering Production Distribution Market
industry
What are today’s mega-trends in industrial transformation and how to spot them 19 April 2012
PwC

5. Value Chains in the Creative Industries

7. Crowd/ Exhibiton & International International
User driven Exploitation Distribution Sales and
Consumption Licensing

8. + Medicine / Rehabilitation
+ Mobility
+ Creative
+ Experience

9. Medical Tech
Clinical Distributio B2B /
R&D Evaluation
Approval Production
n B2C
Concept / Distributio B2B /
Idea Prototype
Storyboard
Production
n B2C
Serious Games

10. Medical Tech
Clinical Distributio B2B /
R&D Evaluation
Approval Production
n B2C
R&D
Clinical
Evaluation
Approval
Game-based Distributio
Production
Rehabilitation n
Concept /
Storyboard
Prototype
Idea
Concept / Distributio B2B /
Idea Prototype
Storyboard
Production
n B2C
Serious Games

11. Wachstumsrate nach Subsektoren
CAGR = Compound annual growth rate (kumulierte jährliche Wachstumsrate)
Ernst&Young: Opportunity and optimism. How CEOs are embracing digital growth. Report 2012, S. 6.

13. "New" Emerging Industries (Pezzi & Soy)
The establishment of an entirely new industrial value
chain, or the radical reconfiguration of an existing one.
1. "New" Cluster Initiatives for Emerging Industries
The establishment of an entirely new cluster initiative, or
the radical reconfiguration of an existing one.
2. "New" Financing Tools for Emerging Industries
The establishment of an entirely new type of financing
approach, or the radical reconfiguration of an existing one.
3. "New" Policy Approach for Emerging Industries
The establishment of an entirely new type of cluster policy
approach, or the radical reconfiguration of an existing one.

14. European Alliance on Mobile and Mobility Industries and Creative Industries
European Creative Cluster Lab – Managing
Creativity to Boost European Competitiveness
Stuttgart – Barcelona – Lille – Warsaw - Bari
Coordinator MFG Innovation Agency for IT and Media Baden-Wuerttemberg

16. Spotify AB, Stockholm, Schweden

17. ECOSYSTEM ‚GLUE‘ –
INNOVATION CLIMATE AND COLLABORATION CULTURE
Innovation Climate
Idea
Value
INNOVATION PROCESS
Collaboration Culture
Haasis, Klaus. Stuttgart 2012

18. Indicators in the system (Thom & Etienne,
... the relation between the context of a 2000):
•Innovation Competence - "I can."
system and the behavior of its members
•Innovation Readiness - "I want!"
including how the members experience the
Conditions (Carl Rogers):
system (Patterson, 2005)
Psychological Safety
Psychological Freedom
Climate Dimensions (Patterson, 2005):
internal vs. external focus
Innovation Climate control vs. flexibility
Value
Idea
INNOVATION PROCESS
Collaboration Culture
Indicators:
•Belief that working collaboratively is the best way
to reach the system's goals.
•Develop organizational structures that allow to ... are shared values and
form teams and work together. norms that guide interaction
•Agree on norms so teams can work effectively. with peers, management and
•A common vision based on what members of clients
the system should know and be able to do (Svyantek & Bott, 2004)
(California State University, 2008)
Haasis, Klaus. Stuttgart 2012

19. Climate Dimensions Quadrants: Competing Values Model (Patterson et.al)
FLEXIBILITY
The Human Relations Model The Open Systems Model
Norms and values associated with belonging, trust, and Model is on readiness, change and innovation, where norms
cohesion achieved through means. Coordination and control and values are associated with growth, resource acquisition,
are accomlplished through empowerment and participation creativity and adaption.
and interpersonal relationship are supportive, cooperative Climate Dimensions:
and trusting in nature. 1.flexibility (orientation towards cange)
Climate Dimensions: 2.innovation (support for new ideas and innovative approaches
1.autonomy (give employees wide scope to enact work) 3.outward focus (responsive to needs of customer and market
2.participation (considerable influence over decision-making) 4.reflexivity (reviewing and reflecting upon objectives,
3.integration (interdepartemental trust and cooperation) strategies, and work processes, in order to adapt environment
4.employee welfare (how organisation values or cares)
INTERNAL EXTERNAL
FOCUS FOCUS
The Rational Goal Model
The Internal Process Model The pursuit and attainment of well-defined objectives, where
The emphasis is on stability, where the effects of norms and values are associated with productivity, efficiency,
environmental uncertainty are ignored or minimized. goal fulfillment, and performance feedback.
Coordination and control are achieved by adherance to Climate Dimensions:
formal rules and prodedures. The model represents the 1.clarity of organisational goals (clearly defined goals)
classic bureaucracy.. 2.quality (emphasis on qualitiy improvement procedures)
Climate Dimensions: 3.performance feed back (measurement of job performance)
1.formalization (a concern with formal rules and procedures) 4.pressure to produce (pressure for employees to meet targets
2.tradition (how established ways of doing are valued) 5.effort (how hard people work towards achieving goals)
CONTROL Quelle: vgl. Patterson et al., 2005

20. •permanent beta
•entrepreneurial spirit
Innovation Climate &
•business driven/
60 % privat :
Collaboration Climate
40 % public
•strong international relationships
•collaboration skills industries cluster initiatives:
Needs of emerging
•fast moving
•agile processes(scrum)
•strong footholds in research and technology
•investing in bright people:
# forever curious
# open to new things
# embracing ambiguity
# able to visualize
other worlds
# think the opposite

22. "New" Emerging Industries (Pezzi & Soy)
The establishment of an entirely new industrial value
chain, or the radical reconfiguration of an existing one.
1. "New" Cluster Initiatives for Emerging Industries
The establishment of an entirely new cluster initiative, or
the radical reconfiguration of an existing one.
2. "New" Financing Tools for Emerging Industries
The establishment of an entirely new type of financing
approach, or the radical reconfiguration of an existing one.
3. "New" Policy Approach for Emerging Industries
The establishment of an entirely new type of cluster policy
approach, or the radical reconfiguration of an existing one.

23. Financing instruments by Kim Ove Olsen, CAT-GROUP
If you want to be more successful within the
creative industry, you have to understand
the nature and specifics of the creative
industry and adjust the financial system,
and instruments
– not the other way around!

24. Financing instruments by Kim Ove Olsen, CAT-GROUP
THE PRESENT SITUATION FOR CIs ACCESS TO FINANCE
CAN BE SUMMARIZED AS FOLLOWS:
The supply of project finance requested by the CIs, and
based on individuals and intangible assets, is rare or non
existing
The financial environment do not understand the ”fast
developing” and ”hit” driven” nature of great many CIs. This
basically means that you have to recoup your investment
from the revenue-stream and not from a long term value
increase.

25. Financing instruments by Kim Ove Olsen, CAT-GROUP
WHAT IS NEEDED IN ORDER TO IMPROVE CI’S ACCESS TO
FINANCE AND TO DEVELOP AND ORGANIZE RELEVANT FUNDING
INSTRUMENTS
1. New assessment methods:
• Reflecting the recoupment of the investment from
revenue-stream companies
• Focusing on understanding the revenue-stream
business
2. New investment instruments has to be developed for CIs ,
mainly loan-facilities (mezzanine etc.), since equity
finance do not fit to the recoupment through revenue-
streams

26. "New" Emerging Industries (Pezzi & Soy)
The establishment of an entirely new industrial value
chain, or the radical reconfiguration of an existing one.
1. "New" Cluster Initiatives for Emerging Industries
The establishment of an entirely new cluster initiative, or
the radical reconfiguration of an existing one.
2. "New" Financing Tools for Emerging Industries
The establishment of an entirely new type of financing
approach, or the radical reconfiguration of an existing one.
3. "New" Policy Approach for Emerging Industries
The establishment of an entirely new type of cluster policy
approach, or the radical reconfiguration of an existing one.

27. THE INNOVATORS DILEMMA
of policy funded cluster initiatives
"Unfortunately the
emerging industries still
did not organize
themselves according to
the structure of public
institutions or
ministries in charge!"

29. THE INNOVATORS DILEMMA
of policy funded cluster initiatives
Demand of policy makers and public administration:
"Be radically innovative
AND
follow all our rules!"

30. THE INNOVATORS DILEMMA
of policy funded cluster initiatives
Demand of policy makers and public administration:
"Be radically innovative
AND
proof all your ideas with
data!"

31. "New" Emerging Industries (Pezzi & Soy)
The establishment of an entirely new industrial value
chain, or the radical reconfiguration of an"new" industries emerge fast
existing one.
and somehow unpredictable;
1. "New" Cluster Initiatives for Emerging Industries
The establishment of an entirely new cluster initiative,to be agile &
"new" cluster organizations need or
fast, digital and social for a fertile innovation
the radical reconfiguration of an existing one.
climate and collaboration culture ....
2. "New" Financing Tools for Emerging Industries
... type "new" tools need to be
The establishment of an entirely new with of financing
approach, or the radical reconfigurationon an existing one.
based of individuals, projects and
revenue streams ....
3. "New" Policy Approach for Emerging Industries
The establishment of an entirely new type of cluster policy deal with
... and "new" policy approches to
approach, or the radical reconfiguration of andilemma one. and
the innovators existing : rules
regulation vs. innovation and risk

32. LITERATURE
•Baer, Michael, Frese, Michael: Innovation is not enough: climates for initiative and
psychological safety, process innovations, and firm performance. Journal of
Organizational Behaviour, Vol. 24, pp.45–68. 2003.
•Patterson, Malcolm, West, Michael, Shackleton, Dawson, Jeremy, Lawthom,
Rebecca, Maitlis, Sally, Robinson, David, & Wallace, Alison: Validating the
organizational climate measure: links to managerial practices, productivity and
innovation. Journal of Organizational Behavior, Vol. 26, 379–408. 2005.
•Thom, N., Etienne, M.: Organisatorische und personelle Ansatzpunkte zur
Förderung eines Innovationsklimas im Unternehmen. Schweiz, n.d.
•Kniberg, Henrik, Invarsson, Anders,
http://www.scribd.com/doc/113617905/Scaling-Agile-Spotify. 2012.

33. KLAUS HAASIS
Collaboration Architect | Innovation Trainer| Creative Coach
DE.LINKEDIN.COM/IN/KLAUSHAASIS |
FACEBOOK.COM/KLAUSHAASIS |
KLAUSHAASIS@WEB.DE |
"Combine Innovation
SKYPE KLAUS_HAASIS |
with .... "
Dipl. Engineer | Dipl. Journalist
Systemic Coach | Person-Centered Counsellor GwG