RFCD 2011: Emiliano Duch: Cluster Development as a Tool for Economic Development and Transformation
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RFCD 2011: Emiliano Duch: Cluster Development as a Tool for Economic Development and Transformation

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Emiliano Duch - RFCD Conference @ Arthur Lok Jack GSB - November 2011

Emiliano Duch - RFCD Conference @ Arthur Lok Jack GSB - November 2011

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  • Explain how the workplan goes. The type of anecdotal details that it can have… most of it based on what mistakes not to make yet another time! As well as successes that should be replicated. Teams can follow these steps and focus all their creativity and analytical capacity on the strategic analisys, not on how to organise a presentation ;-)
  • Here it depends how in-depth one must go into explaining the methodology…

RFCD 2011: Emiliano Duch: Cluster Development as a Tool for Economic Development and Transformation RFCD 2011: Emiliano Duch: Cluster Development as a Tool for Economic Development and Transformation Presentation Transcript

  • Options for National DevelopmentCluster development as a Tool for EconomicDevelopment and TransformationEmiliano DuchCEO, Competitiveness.comCoordinator, Cluster-Excellence.EUPort of Spain, November 9th, 2011
  • Options for National Development The first steps in development: health and education And for economic development? Who should decide? What should it be decided? How should it be implemented?2 15 November 2011
  • Options for National Development The first steps in development: health and education And for economic development? Who should decide? What should it be decided? How should it be implemented? Can cluster based development help better governance?3 15 November 2011
  • The first steps in development Health Education Political rights Every body wants them, everybody deserves them.4 15 November 2011
  • And for economic development? Infrastructure – Roads – To where? For what? Specialized education – Vocational facilities – On what? Research Institutions – For what?5 15 November 2011
  • Research Institutions? Evolution of CTM’s Income and CTM Manresa (Spain) Source of IncomeMicrosoft Innovation Center Source: Local SPPD, World Bank Every body wants them, everybody DOES NOT deserves them. New Competitiveness/World Bank study on Local Sector Public Private Dialogue 6 15 November 2011
  • Infrastructure? Access road to Sassuolo (Italy) ceramic tiles cluster. 30% world production 60% world exports Single lane bridge7 15 November 2011
  • Infrastructure? Access road to Sassuolo (Italy) ceramic tiles cluster. 30% world production 60% world exports Single lane bridge8 15 November 2011
  • Porter Diamond CONDITIONS FOR FIRM • Integrated Sales STRATEGY, Distribution STRUCTURE • Address new strategic GOV. AND RIVALRY segment • Establish intercluster alliances FACTOR DEMAND CONDITIONS CONDITIONS• Foster specialized training • Serve more sophisticated programs customers• R+D in cluster related • Upgrading encouraging technologies regulation• Cluster specific information tools RELATED • Cluster oriented certification AND SUPPORT INDUSTRIES • Supplier improvement programs • Cluster participants forae • Specialized cluster infrastructure
  • Options for National Development The first steps in development: health and education And for economic development? Who should decide? What should it be decided? How should it be implemented? Can cluster based development help better governance?10 15 November 2011
  • Who should decide?The Food and Drink “cluster” in Yorkshire? Sect or Companies Jobs M ajor Companies M eat & Poult ry 68 20,000 2 Sist ers Premier Division, F.W. Farnsw ort h, Farmers Boy, Grampian Count ry Food Fruit & Veg 42 12,000 Del M ont e, Axgro, Daniels Chilled f oods, Gordon Jopling Seaf ood 120 10,000 Young’s, Seachill, Sealord Conf ect ionery 21 7,000 Nest le, Dunhills (Haribo) Beer 31 5,000 Carlsberg, Theakst ons, Black Sheep, HB Clark Wat er/ Sof t Drinks 18 4,500 M ajor Companies: Cot t Beverages, Benjamin Shaw , Nest le Wat ers Pow w ow , Coca Cola Et hnic 10 1,500 Kw oks, King Asia, M umt az Food Indust ries Ice cream 15 Tea 7 Limit ed dat a available 11 15 November 2011
  • Who should decide?The Humber seafood “sub-cluster”? Equipment Prof essional Packaging Nesco Weighing services Logist ics Humberside Airport , Nor-Cargo, Samskip, Eimskip Raw mat erials Fish mongers suppliers Agent s and Processors Fishgat e M erchant s Coldw at er Ret ailers Grimsby Fish M arket Glenrose overland ASDA Boyd Line Nort hern Foods M orrison’s D.R. Seaf oods Sealord Smales Young’s Bluecrest Ot her suppliers, St orage Bird’s Eye Walls Food Services Direct Import s AJK, ACS&T, Keyst ore Inst it ut ions f or Government Training & collaborat ion agencies research Local councils inst it ut ions Grimsby FM A, Hull Food Alliance, Humber Forum, Seaf ish Aut horit y Grimsby College (HIFF) Humber Seaf ood Group Yorkshire Forw ard Universit y of Hull 9 24 August 2007 12 15 November 2011
  • Who should decide?The Humber Seafood Group? Equipment Prof essional Packaging The Humber Seafood Group. Nesco Weighing services The “Cluster organization”? Logist ics Humberside Airport , Nor-Cargo, Samskip, Eimskip Raw mat erials Fish mongers suppliers Agent s and Processors Fishgat e M erchant s Coldw at er Ret ailers Grimsby Fish M arket Glenrose overland ASDA Boyd Line Nort hern Foods M orrison’s D.R. Seaf oods Sealord Smales Young’s Bluecrest Ot her suppliers, St orage Bird’s Eye Walls Food Services Direct Import s AJK, ACS&T, Keyst ore Inst it ut ions f or Government Training & collaborat ion agencies research Local councils inst it ut ions Grimsby FM A, Hull Food Alliance, Humber Forum, Seaf ish Aut horit y Grimsby College (HIFF) Humber Seaf ood Group Yorkshire Forw ard Universit y of Hull 9 24 August 2007 13 15 November 2011
  • What should be decided? Setting the strategy (the CRI) 5-8 months Defining a StructuringSetting the sustainable actions tofuture competitive build the newchallenges advantage value chain First meeting Second meeting Third meeting Interviews with Benchmarking trips Action lines task companies and Buyer interviews groups institutions Strategy meetings
  • How should it be implemented?The CRI workflow
  • Who, what and how: The CompetitivenessReinforcement Initiative in a cluster 6-8 months WHO WHAT HOW 1st Public 2nd Public 3rd Public Meeting Meeting Meeting Interviews with  International  Definition and cluster agents Benchmarking launching of Documents and  BPC actions past study analysis  Strategy groups
  • The CRI evolution1993 2001 2006 2008 2009 2010 2011
  • The CRI evolution 2001 2006 2008 2009 2010 20111993 Initial Years: Spain From theory to practice: applying Porter’s theories and learning by doing Execution through own teams of top-level consultants Building the Consulting Manual: a collection of errors
  • The CRI evolution1993 2001 2008 2009 2010 2011 2006 Triangle Region (Denmark) First experiences with methodology transfer: – CRI execution by new local + teams, hired by the client – Improvement of On-line methodology tutorial Feedback to policy through local Steering Committee
  • The CRI evolution1993 2001 2008 2009 2010 2011 2006… at thesame timein LatinAmerica…
  • The CRI evolution 1993 2001 2006 2009 2010 2011 20087 Northern Regions (Chile) 21 CRIs in two years Large scale methodology transfer: – Joint Training Sessions (3) to benefit from economies of scale – Intensive tutoring combines virtual and on-site support – Execution by existing local teams 1 policy seminar with limited client involvement and follow up
  • The CRI evolution1993 2001 2006 2008 2010 2011 2009-2010 Sao Paulo (Brazil) 14 CRIs in parallel in 1 year Proves scalability of the Chilean experience: – Joint Training Sessions (7) to increase sharing of experiences – Intensive involvement of client teams Continuous Policy Feedback
  • The CRI evolution1993 2001 2006 2008 2010 2011 2011-12 European Union Standardized training materials Open source 6 weeks in class 1 parallel CRI with tutors (8 m) 2nd CRI (8 m) Certification
  • Cluster-Excellence.EU training materials (I)Knowledge area Concepts /tools Cases studies and materialsCLUSTER Location theory Finland and Nokia (HBS)ECONOMICS Industrial Districts Singapore (HBS) Clusters New York (HBS) Innovation Systems California Wine (HBS)CLUSTER Statistical cluster mapping Cluster Initiative SelectionINITIATIVES (econometric foundations, Note(REGX)SCREENINGS statistical analysis) Screening in Yorkshire (IESE) Cluster initiative selection (industry Screening in Vastra Gotaland (IESE) analysis and segmentation, value chain and system)INDUSTRY Industry analysis (5 forces) Cirque du Soleil IINSEAD)ANALYSIS AND Strategic segmentation Montreal Circus Cluster (IESE)SEGMENTATION Avocado Valparaiso (Competitiveness)VALUE CHAIN Value chain ZARA and Catalan Textile (HBS/IESE)ANALYSIS Local value system Antombel (HBS/IESE) Global value systemBENCHMARKING Advanced Buyer Purchase Criteria Seafood in Humber (IESE) Key Success Factors Ventilation in Boras (IESE) Value Chain Activity benchmarking
  • Cluster-Excellence.EU training materials (II)Knowledge area Concepts /tools Cases and materialsCHANGE Individual behavioral change Estonia in Transition (HBS)MANAGEMENT Group change IT in Estonia (BIA) Communication strategies Geothermal Cluster in Iceland (IESE) Presentation skillsCLUSTER Organizational structures Oill drilling in Soderlandet (InnovationORGANIZATION Non-profit organization management Norway)MANAGEMENT Pattern identificationPROJECT Project planning Clusterland Upper Austria (IIESE)MANAGEMENT Project monitoring SEBRAE MG (Competitiveness) Project evaluationCONTINUOS Policy review Cluster Policy in Catalonia (GC)POLICY INPUT Diamond analysis Policy implications of ITC Cluster in Nationals and supranational Aalborg (REGX) competitiveness frameworkCLUSTER POLICY Cluster management evaluation Cluster Policy Evaluation in NorwayEVALUATION Cluster policy monitoring (Innovation Norway) Impact analysis
  • Why methodology transfer?Strategic change is a long term process: localteams are best positioned to ensure clusterassimilation of the strategy – Long term interaction with local companies and institutions, with regular strategic updates – Ensures implementation of the action lines that result from the CRIsBuilds local capacity to incorporate CRI toolinto longer term regional developmentprograms
  • Results: Example of feedback from Brazil“For SEBRAE-Minas Gerais, this newmethodology allowed us to changethe way we relate to our clients,achieving a more intelligent dialogueabout their strategic needs.That in turn, allowed us to startchanging our own structure inSEBRAE-MG, to contribute to ourclients being more competitive in thelong term , turning ourselves in to a Lina Volpinisource of knowledge and analysis.” Manager Intl. Markets SEBRAE MG - Brazil
  • Thank you for listening! Emiliano Duch – Emiliano.duch@competitiveness.com – Educh@iese.edu – www.competitiveness.com – www.cluster-excellence.eu28 15 November 2011