Strategy development of clusters and cluster initiatives

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Strategy development is the key for successful cluster managements and cluster approaches

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Strategy development of clusters and cluster initiatives

  1. 1. Module: Preparation of Cluster Strategy and Action Plan Gerd Meier zu Köcker Institute for Innovation and Technology (iit) April 2014
  2. 2. • Key action for strategy development • Involving actors and stakeholders • Bundling and priorisation of actions • Action planning • Developing new services Lessons to Be Learned in this Modul 2
  3. 3. Steps in Cluster / Network Based Development  Step 1: Forming a Joint Private-Public Leadership Team  Step 2: Analysis  Step 3: Forming Networks Groups  Step 4: Developing Action Initiatives  Step 5: Organizing for Continuity  Step 6: Communication & Outreach
  4. 4. Analysis Keeps Pace with Project Implementation Facts, global view, local specialization,
  5. 5. Hierarchy of Actions Strategic objectives Operation objectives Framework conditions Actions / services Action plan (action, budget, staffing, responsibilities)
  6. 6. Log Frame as Implementation Tool
  7. 7. • Decision making and communication • Selection of stakeholders and cluster actors to be involved • SWOT-Analysis / analysis of current status • Creativity workshops with cluster actors and stakeholders • Focus given on what to be done in the future • Additional interviews • Deduction of strategic objectives and operational targets • Identification of main action fields • From actions fields to actions and services • Priorisation of actions and services • Presentation and discussion of approach with cluster actors and stakeholders 10 Key Actions
  8. 8. CE PoliMaT Cluster Development 2010 2011 – 2012 Establishment of the CE 2010 Action plan Organization Vision Actions Aims Ideas Objectives Governance R&D Projects Objectives SWOT Vision Measures Field of Actions WS WS WS WS WS -2011 2011 2012+ Strategy plan
  9. 9. 9 Strategy Process foodRegio Actions Ideas Ressources Trends Structure Targets 2006-2010 2010 2010+ Strategy WS WSWS WS WSWS Vision Objectives Action fields Actions SWOT
  10. 10. • Decision making and communication • Selection of stakeholders and cluster actors to be involved • SWOT-Analysis / analysis of current status • Creativity workshops with cluster actors and stakeholders • Focus given on what to be done in the future • Additional interviews • Deduction of strategic objectives and operational targets • Identification of main action fields • From actions fields to actions and services • Priorisation of actions and services • Presentation and discussion of approach with cluster actors and stakeholders 10 Key Actions
  11. 11. SWOT-Analysis
  12. 12. Group Working: Actor‘s Expectations vs. Satisfaction (I)
  13. 13. Group Working: Actor‘s Expectations vs. Satisfaction (II) Step 1: Identify the 7 most important expectations (by your cluster actors point of view) Step 2: Rate each of them according to that fact how well each expectation might have been satisfied by the during the last 24 months by cluster actors position)
  14. 14. Expectation vs. Satisfaction Portfolio
  15. 15. Expectation vs. Satisfaction Portfoliolowmoderatehigh Satisfaction Importance of expectation low medium high 7 6 5 4 3 2 1
  16. 16. Expectation vs. Satisfaction - Methodology
  17. 17. Expectation vs. Satisfaction Importance Satisfaction
  18. 18. Expectation vs. Satisfaction Importance Satisfaction
  19. 19. 19 Expectation vs. Satisfaction Portfolio
  20. 20. • Decision making and communication • Selection of stakeholders and cluster actors to be involved • SWOT-Analysis / analysis of current status • Creativity workshops with cluster actors and stakeholders • Focus given on what to be done in the future • Additional interviews • Deduction of strategic objectives and operational targets • Identification of main action fields • From actions fields to actions and services • Priorisation of actions and services • Presentation and discussion of approach with cluster actors and stakeholders 10 Key Actions
  21. 21. 21  Contribution to the fulfillment of political goals  Demand oriented assistance  Access to knowledge, information and key actors  Capacity building  Support in becoming prepared and eligible for entering international projects  Project and financial management What Are the Expectations of Governmental Authorities?
  22. 22. 22  Access to knowledge, information and market trends  Capacity building  Generation of new business / matchmaking  Support in increasing innovation capabilities  Increased visibility  Support in internationalization  Improved visibility towards policy and administration  Access to local markets What are the Expectations of the Private Sector
  23. 23. Category Less important Quite important Very important Marketing / Branding  Representation of company  Support in public affairs activities / communication strategy  Representing company on trade fair  Regional branding  Organisation of events and fairs to promote cluster actors  Regional or cross-regional networking of cluster actorsl Lobbying  Policy lobbying  Lobbying for associations Networking among cluster actors  Information and experience exchange  Initiating working groups / tasks forces  Business creation among cluster actors Entrepreneurial support  Support of start.ups  Coaching of business plans  Fund raising / Venture Capital raising Group Working: Where to Focus Future Actions (I)
  24. 24. Category Less important Quite important Very important Innovation and Cooperation  Brainstorming / creation of ideas  Identifcation and matching of right cluster actors  Support in proposal writing  Acquisition of third party funding  Project management  Creating of new business for initiating innovation among cluster actors Internationalisation  Support in the definition of an internationalisation strategy for cluster actors or for the entire cluster  Technology scouting / Trend scouting (Markets, technologies, competitors)  Initiiating international R&D consortia  Organisation of delegation missions  Participation in international trade fairs  Targeting / beauty contests for getting access to international key actors Group Working: Whare to Focus Future Actions (II)
  25. 25. Category Less important Quite important Very important Human development / training / education  Recruting  Development of platform of job vacancies  Development of vocational training schemes  Development of practical training schemes  Participation in recruiting events Additional Services  Foundation of buying associations Group Working: Whare to Focus Future Actions (III)
  26. 26. • Decision making and communication • Selection of stakeholders and cluster actors to be involved • SWOT-Analysis / analysis of current status • Creativity workshops with cluster actors and stakeholders • Focus given on what to be done in the future • Additional interviews • Deduction of strategic objectives and operational targets • Identification of main action fields • From actions fields to actions and services • Priorisation of actions and services • Presentation and discussion of approach with cluster actors and stakeholders 10 Key Actions
  27. 27. Definition of Action Fields Input • SWOT-Analysis / analysis of current status • Ranking of expectation • Satisfaction analysis • Demand of new services • Additional information, based on interviews • Technological focus • etc
  28. 28. Action Fields (I)
  29. 29. 29 Action Fields (II) foodRegio Kultur Gemeinsame Werte erm öglichen gemeinsame Ziele foodRegio Strukturen foodRegio Information foodRegio Innovation foodRegio Öffentlichkeit foodRegio Qualifizierung foodRegio Culture foodRegio Structure foodRegio Information foodRegio Innovation foodRegio Public foodRegio Qualification
  30. 30. 30 Action Fields (II) foodRegio Kultur Gemeinsame Werte erm öglichen gemeinsame Ziele foodRegio Information foodRegio Innovation foodRegio Öffentlichkeit foodRegio Qualifizierung foodRegio Information foodRegio Innovation foodRegio Public foodRegio Action fields • Bundle common thematic needs and expectations • Group related cluster management services
  31. 31. 31 Action Fields (II) foodRegio Kultur meinsame Werte erm öglichen gemeinsame Ziele foodRegio Information foodRegio Innovation foodRegio Öffentlichkeit foodRegio Qualifizierung foodRegio Information foodRegio Innovation foodRegio Public foodRegio FOODREGIO INFORMATION • TechTrendDays and focus sessions • Information events (broader scope) • Internal information platform (who is who, competence mapping • Working groups • Involving universities (technological focus) • Broadening university courses • foodRegio Website
  32. 32. Demand, Success Factors, Action Fields F „foodRegio Public“Public awareness E „foodRegio Qualification“Qualified staff D „foodRegio Innovation“Create Innovation C „foodRegio Information“Exchange knowledge and information B „foodRegio Structur“Structure of cluster actor A „foodRegio Culture“Culture of cooperation Action Fieldszu denDemand / success factors
  33. 33. Group Working Definition of cluster specific actions fields Grouping the most important services to actions fields
  34. 34. Group Working Priorisation of services and actions Select seven most relevant services previously identified
  35. 35. Priorisation of Services / Actions (I)lowmoderatehigh Impactonclustermembers Effort to implement (time, costs, complexity) high medium low 7 6 5 4 3 2 1
  36. 36. Priorisation of Services / Actions (II)lowmoderatehigh Numberofclustermembersbenefiting Effort to implement (time, costs, complexity) high medium low 7 6 5 4 3 2 1
  37. 37. Action Period Responsibility Resources Action Planning
  38. 38. Action Planning Description of action Implementation period Responsibilities Resources
  39. 39. U = Companies Ö = Public sector W = Dev. agencies M = Multiplicators Services and who will Benefit
  40. 40. Calculation of Resources for Staff in Cluster Organisation 0 0,5 1 1,5 2 2,5 3 3,5 4 Jahr 2011 Jahr 2012 Capacity(Personmonthp.a.)
  41. 41. Calculation of „Fair“ Public Funding Share Unternehmen 45% Politik / Verwaltung 35% Wirtschaftsförderer 10% Verbände, Kammern, Gewerkschaften 10% = 55 % public funding share needed Firms Policy / administration Developing agencies Multiplicators

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