Pr bendo skopje_191011_03


Published on

Success measurement of cluster organisations

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Pr bendo skopje_191011_03

  1. 1. Success measurement of cluster organisationsRound Table DiscussionZoltan BendoTenderix Consulting and ResearchSkopje, 19 October 2011
  2. 2. ’... And the total was greater than the sum of parts’ Defining clusters 1/3 Quote from Steve Jobs (1955 - 2011) ’My model for business is The Beatles They were four guys that kept each other’s negative tendencies in check; they balanced each other. And the total was greater than the sum of parts.’ 60 Minutes Interview, 2008 2 Source:
  3. 3. From a phenomenon of economic geography to a tool of developmeny policy… Defining clusters 2/3HollywoodUSAFilm making ... cluster based development approach … … cluster developmentMonte Carlo policy …Gambling … strategic cluster development … … good practices inChampagne cluster policy …France … clusterChampagne accreditation …production … measurement of cluster performance … 3
  4. 4. We can observe a number of differences between the two categories of clusters Defining clusters 3/3 Clusters as Geographic phenomena Development tools1. Huge size (critical mass is there) 1. Tiny size (5-10 SMEs)2. Emerged 2. Established3. With long track record 3. New initiatives4. Competition among members 4. No competition among members5. No legal entity 5. Legal entity6. Numerous connections between 6. Moderate number of connections the entities between the entities7. Cluster management 7. Cluster management organisation as a service organisation as the governor of provider the cluster8. Not dependant on public money 8. Heavily dependant on public money 4
  5. 5. Numerous EU initiatives support the development of clusters – sometimes too many… EU initiatives in support of clusters Appropriate Statistics and skills services European European Cluster Cluster Observatory Excellence Policy incentives Initiative & practical tools (ECEI) Policy INTERREG recommendations Networks European European Cluster Policy Cluster Group Alliance Cluster (ECPG) (ECA) Innovation Platforms Regions of Knowledge networks (FP7) Other initiatives are welcome 5 Source: Nikos Pantalos, Support for Innovation Unit, EC DG Enterprise, Presentation: International Cluster Cooperation
  6. 6. What do we measure? The three levels of the nutshell model Issues for consideration3. Framework conditions • Acceptable required effort • Methodology of assessment shall be valid for all types of clusters2. Cluster actors • General macroeconomic conditions shall not superimpose effects1. Cluster organisation/ generated by the clustercluster management • Additionalityorganisation 6 Source: European Cluster Excellence Initiative, WP2 and
  7. 7. VDI/VDE-IT developed great experience in the past years in theevaluation and benchmarking of clusters and cluster initiatives Initiative Kompetenznetze Deutschland by VDI/VDE-IT The agency – VDI/VDE-IT • VDI/VDE-IT is the head office of the German Cluster Initiative ’Kompetenznetze Deutschland’ • Broad scope of activities in the field of cluster management and analysis including: The VDI/VDE-IT o Governance/management of cluster and networks o Evaluation and benchmarking of clusters and cluster initiatives methodology is o Cluster mapping and cluster analysis becoming the The initiative – Kompetenznetze Deutschland • Club of the best 100 innovation networks in Germany mainstream tool • Actively support the best clusters in their further development • Increase networking between industry and research for the • Support in particular clusters with international reputation measurement of The methodology of cluster benchmarking cluster success in • Set of indicators (>30) pcs measuring the performance of the cluster organisation mainly Europe • Based on information given by the cluster manager • Original idea: assistance for the jury of Kompetenznetze Deutschland, decision support tool, to be applied only in Germany 7 Source:
  8. 8. In the largest international analysis of its kind more than 140 cluster management organisations were benchmarked NGPExcellence 1/3The project• NGPExcellence – Cluster Excellence in the Nordic Countries, Germany and PolandBackground• More than 140 cluster management organisations from 8 countries were benchmarked• Initiated by the Danish Ministry of Science, Technology and Innovation, supported by the German Federal Ministry of Economics and Technology and its national cluster program ’Initiative Kompetenznetze Deutschland’, the Nordic Council of Ministers and Nordic Innovation• The benchmarking was conducted from October 2010 to July 2011Objective• To contribute to the development of outstanding clusters through excellent management and excellent cluster programs• The project pays particular attention on the characteristics of cluster management organizations and their effects on cluster developmentMethodology• Benchmarkings were based on a structured face-to-face interview with cluster managers• Self-assessment – so the result and usability depends on whether the interviewee gave correct answers• Cluster management organizations were benchmarked both with their peers from the same technology field and with the complete comparative portfolio Source: Lämmer-Gamp, Thomas/Meier zu Köcker, Gerd/Christensen, Thomas Alslev, 2011: Clusters Are Individuals. Creating Economic Growth through Cluster Policies for Cluster 8 Management Excellence, Danish Ministry of Science, Technology and Innova-tion/Competence Networks Germany, Copenhagen/Berlin
  9. 9. The benchmarking of cluster management organizations focused on 5 dimensions covering 34 indicators NGPExcellence 2/3 Structure of the cluster Cluser management and Achievement and recognition of governance/Strategy of the CO the cluster organisation1. Age of the CO 1. Assignment of tasks/clarity of role definitions of 1. Intensity of external requests for co-2. Legal form of the CO the cluster management and the cluster members operation3. Nature of the cluster: driving forces 2. Number of cluster members per employee (FTEs) 2. Origin of external co-operation requests4. Nature of the cluster: degree of of the CO 3. Geographical dimension of the external specialisation 3. HR competences and development in the CO co-operation requests5. Composition of the cluster membership 4. Strategic planning and implementation processes 4. Characteristics of co-operation with (Committed members) 5. Thematic and geographical priorities of the foreign clusters6. Regional concentration of the cluster cluster strategy 5. Media appearances members (Committed members) 6. Impact of work of the CO on R&D7. Utilization of regional growth potential Services provided by the CO (spectrum activities of the cluster members8. International members of the cluster and intensity) 7. Impact of the work of the CO on9. Nature of co-operation between cluster 1. Acquisition of third party funding business activities of the cluster members members 2. Collaborative technology development, 8. Impact of business-oriented services of Financing of the cluster technology transfer or R&D without 3rd party the CO on business activities of the SME management funding members1. Current sources of financing of the CO 3. Information, matchmaking and exchange of 9. Degree of internationalisation of cluster2. Share of private financing of the CO in experience among members members relation to the age of the cluster 4. Development of HR 10. Impact of the work of the CO on3. Financial sustainability of the CO 5. Development of entrepreneurship international activities of the cluster 6. Matchmaking and networking with external members partners/promotion of cluster location 7. Internationalisation of cluster membersCO = Cluster Organisation Source: Lämmer-Gamp, Thomas/Meier zu Köcker, Gerd/Christensen, Thomas Alslev, 2011: Clusters Are Individuals. Creating Economic Growth through Cluster Policies for Cluster 9 Management Excellence, Danish Ministry of Science, Technology and Innova-tion/Competence Networks Germany, Copenhagen/Berlin
  10. 10. The excellence of the cluster management does matter to a great extent NGPExcellence 3/3 Key findings 1. Research-driven clusters are much more similar to industry-clusters than previous research suggested; 2. Clusters with a small or high share of public funding are similar in terms of structure and governance, but different in terms of impact; 3. The visibility and attractiveness of a cluster and the impact of the cluster management organization on SME development depends on its age and size; apparently, larger and matured clusters provide a much better environment for results and impacts through activities of a cluster management organization; 4. The structural characteristics of a cluster in terms of e.g. size, governance structure or degree of specialization as well as the impact of the work of a cluster management organization depend on the technology field it is operating in; 5. Clusters with a high impact on business activities of SME feature an active cluster management organisation in terms of spectrum and frequency of business-related services. Source: Lämmer-Gamp, Thomas/Meier zu Köcker, Gerd/Christensen, Thomas Alslev, 2011: Clusters Are Individuals. Creating Economic Growth through Cluster Policies for Cluster 10 Management Excellence, Danish Ministry of Science, Technology and Innova-tion/Competence Networks Germany, Copenhagen/Berlin
  11. 11. Assessment of the absolute quality of cluster organisation excellence according to a scale negotiated on European level European Cluster Excellence InitiativeRationale• Labelling excellent clusters is becoming common practise within Europe but an internationally harmonised and recognised approach is missingBackground• A PRO INNO Europe Initiative to raise the excellence of cluster management in the EU• 14 project partners develop a meaningful set of quality indicators and assessment procedures for the evaluation and documentation of Cluster Management Excellence• Project coordinator: International Centre for Competitiveness, IESE Business School• Project implementation period: 09.2012 – 08.2012• Funded by DG Enterprise and Industry of the European CommissionMethodology – work is still in progress!• Focus on cluster organisation and cluster actors• The goal is to create an objective process for measuring and assessing Cluster Management Quality• A mutually agreed and structured set of quality indicators will be developed• As a result of negotiation on European level a measurement scale (from insufficient to excellent) shall be defined• A score above 80% of the theoretical maximum is considered excellent• Minimum thresholds defined are need to be eligible for a ’Quality Label’• Methodology will be available from 2012• Domains of indicators: (1) Structure of the cluster; (2) Typology, governance, cooperation; (3) Financing cluster management; (4) Strategy, objectives, services; (5) Achievements, recognition 11 Source:
  12. 12. Cluster accreditation is used in Hungary to filter clusters applying for grants from the Structural Funds Cluster accreditation in Hungary 1/2Overview ▪ Select and classify the clusters that: o Are able to reach significant international and Aim domestic performance o Have further potential remarkable opportunities o Are not rent-seekers • The accreditation is an ▪ The accreditation license is valid for 2 years expert evaluation Duration system with the aim of ▪ After 2 years the license has to be renewed selecting the mostFrequency of ▪ Continuous application promising initiatives the ▪ Cluster accreditation quarterlyaccreditation • The Accreditation Committee comprised ▪ Sole right for applying for dedicated pole program of governmental sources decision makers and The ▪ Advantages and preferential treatment in some calls foraccreditation reputable economists proposals (extra points in the selection process) from the private sector entitles for ▪ New members of the cluster (joining the cluster after the accreditation) can benefit also from the above advantagesAccreditation ▪ The clusters successfully going through the Certificate accreditation process receive a certificate 12 Source: Pole Programme Office, MAG Zrt., EPAP
  13. 13. The focus is rather on the performance of the cluster members than on the cluster organisation Cluster accreditation in Hungary 2/2Groups Pcs of criterion Content of the criterion group ▪ 10 ▪ Evaluation of the forms and content of ▪ The accreditationI. Cooperations in the cooperations in the cluster model is based on the cluster quantitative and qualitative criteria ▪ 2 ▪ Analysis of the sort and number of that have beenII. Members of the cluster members determined by cluster experts and have been tested on operating clusters III. Business ▪ 5 ▪ Examination of market-proven successperformance of the SME members 35 with emphasis on the export activities and high added value ▪ The model is a coherent evaluation system ▪ 4 ▪ Analysis of R&D activities in the cluster grouped to five IV. R&D subcategories performane ▪ The model aims to ▪ Analysis of the cluster’s vision and select cooperations ▪ 14 V. Strategic and strategy which reached operational plan ▪ Filtering the cooperations without market-proven relevant content success 13 Source: Pole Programme Office, MAG Zrt., EPAP
  14. 14. Thank you for your attention!Contactse-mail: 14