This document outlines 12 steps for cluster development based on Ifor Ffowcs-Williams' experience helping clusters. It begins with convening key stakeholders to analyze the cluster and form a leadership group. They develop a vision of the preferred future. Benchmarking visits and strategic agendas focus on collaboration, skills, and global connections. Facilitators play a central role in building trust and linking clusters over time. The goal is to continually upgrade competitiveness by deepening specializations and connections locally and globally.
This Presentation was given by the student of BS Sociology UMT, Lahore to Mr.Wasif Ali Waseer Lecturer Sociology at UMT, Lahore in the class of Rural Sociology
This Presentation was given by the student of BS Sociology UMT, Lahore to Mr.Wasif Ali Waseer Lecturer Sociology at UMT, Lahore in the class of Rural Sociology
Eelco Baan
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June 06, 2017
Brussels, Belgium
The International Food Policy Research Institute (IFPRI), SNV Netherlands Development Organization, and Welthungerhilfe are jointly organizing a one-day event in Brussels on the eve of the European Development Days to explore the challenges and opportunities of urbanization from a variety of perspectives.
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This study provides the information of the government projects and schemes for rural development and also helps to know the government initiatives to develop the rural areas.
Development of a cluster of villages that preserve and nurture the essence of rural community life with focus on equity and inclusiveness without compromising with the facilities perceived to be essentially urban in nature, thus creating a cluster of "Rurban villages".
National Rural Livelihood Mission (NRLM) : An OverviewSayan Ghosh
National Rural Livelihood Mission (NRLM) is a poverty alleviation project implemented by the Ministry of Rural Development, Government of India. This scheme is focused on promoting self-employment and the organization of the rural poor. The basic idea behind this program is to organize the poor into SHG (Self Help Groups) groups and make them capable of self-employment. In 1999 after restructuring Integrated Rural Development Programme(IRDP), Ministry of Rural Development (MoRD) launched Swarnajayanti Grameen Swarojgar Yojana (SGSY) to focus on promoting self-employment among the rural poor. SGSY is now remodeled to form NRLM thereby plugging the shortfalls of the SGSY program. This PPT helps you to know about NRLM briefly.
Globally cities are on the move. They are always evolving, devolving, never static and never finite. Accordingly, cities are being viewed, reviewed , redefined and renamed periodically, based on the changing needs of communities; objectives defined and pattern of planning; shape and size of the city; preserving, protecting and promoting resources, environment and ecology; making cities people, gender and technology centric etc. Cities in the past have accordingly been named as; planned cities, garden cities, linear cities, industrial cities, regenerative cities , eco-friendly cities, sustainable cities, inclusive cities, child/women/elders friendly cities, resilient cities, smart cities etc. Considering the fact that cities are fast emerging as major consumers of energy and resources; generators of waste and responsible for generating large carbon footprints, future typologies of cities now include; carbon neutral cities; energy efficient cities; zero water ; zero waste cities etc. In addition, majority of cities are also fast becoming hotbeds of disasters, both manmade and natural, accordingly safe cities is emerging another typology for urban settlements to make them disaster free. Looking at the context of cities getting flooded periodically due to heavy rains, breach of water channels, rivers, dams etc., leading to enormous loss to humans, social fabric, resources, environment, ecology, economy etc., Sponge city is the terminology now being deployed for cities, to make them safe against floods.
In the parlance of planning, Sponge city is defined, ‘As an urban area; which has been planned, designed and constructed to effectively and efficiently manage and cope with the challenges posed by excessive water/storm water caused by heavy rainfall, high tides , swollen rivers or other manmade/ natural activities, using a variety of techniques. Sponge city, has also been defined as, ‘the city that is designed to retain, clean, and reuse stormwater. Basically, sponge city in its approach, intent, content, planning, designing , construction and management, has focus on water and its effective and efficient management, without adversely impacting the operation and function of the city, which is subjected to challenge posed by excessive water. Sponge city model promotes, retaining the excess water within the city aquifer by creating options to eliminate concrete pavements that separate water from the natural ecosystem; utilize natural wetlands to absorb water into the soil; make city water-resilient and transform cities/communities/ neighbourhoods by helping in redefining urban landscape by working across different disciplines — hydrology, landscape, architecture, planning and engineering, to save human lives and property from the threat posed and damage caused by excess water.
Sponge city model, as an option and strategy, has been gaining currency and finding favour, both at local and global level with planners,
In the center of Rotterdam lies an eye-catching building:
a floating complex made of three sphere-like
structures, attached to a floating square. Being a
pilot project it consists of state-of-the-art techniques
in the area of floating and sustainable development.
It paves the way for climate proof urbanization on the
water.
In this brochure you will find all sorts of information
about the Floating Pavilion project. What makes this
building so special? Why was it built in the fi rst place?
This brochure provides you with information on history,
research, development strategy, starting points
and realization.
Eelco Baan
“Food Security and Nutrition in an Urbanizing World”
June 06, 2017
Brussels, Belgium
The International Food Policy Research Institute (IFPRI), SNV Netherlands Development Organization, and Welthungerhilfe are jointly organizing a one-day event in Brussels on the eve of the European Development Days to explore the challenges and opportunities of urbanization from a variety of perspectives.
Government Programmes and Schemes For Rural DevelopmentDignesh Panchasara
This study provides the information of the government projects and schemes for rural development and also helps to know the government initiatives to develop the rural areas.
Development of a cluster of villages that preserve and nurture the essence of rural community life with focus on equity and inclusiveness without compromising with the facilities perceived to be essentially urban in nature, thus creating a cluster of "Rurban villages".
National Rural Livelihood Mission (NRLM) : An OverviewSayan Ghosh
National Rural Livelihood Mission (NRLM) is a poverty alleviation project implemented by the Ministry of Rural Development, Government of India. This scheme is focused on promoting self-employment and the organization of the rural poor. The basic idea behind this program is to organize the poor into SHG (Self Help Groups) groups and make them capable of self-employment. In 1999 after restructuring Integrated Rural Development Programme(IRDP), Ministry of Rural Development (MoRD) launched Swarnajayanti Grameen Swarojgar Yojana (SGSY) to focus on promoting self-employment among the rural poor. SGSY is now remodeled to form NRLM thereby plugging the shortfalls of the SGSY program. This PPT helps you to know about NRLM briefly.
Globally cities are on the move. They are always evolving, devolving, never static and never finite. Accordingly, cities are being viewed, reviewed , redefined and renamed periodically, based on the changing needs of communities; objectives defined and pattern of planning; shape and size of the city; preserving, protecting and promoting resources, environment and ecology; making cities people, gender and technology centric etc. Cities in the past have accordingly been named as; planned cities, garden cities, linear cities, industrial cities, regenerative cities , eco-friendly cities, sustainable cities, inclusive cities, child/women/elders friendly cities, resilient cities, smart cities etc. Considering the fact that cities are fast emerging as major consumers of energy and resources; generators of waste and responsible for generating large carbon footprints, future typologies of cities now include; carbon neutral cities; energy efficient cities; zero water ; zero waste cities etc. In addition, majority of cities are also fast becoming hotbeds of disasters, both manmade and natural, accordingly safe cities is emerging another typology for urban settlements to make them disaster free. Looking at the context of cities getting flooded periodically due to heavy rains, breach of water channels, rivers, dams etc., leading to enormous loss to humans, social fabric, resources, environment, ecology, economy etc., Sponge city is the terminology now being deployed for cities, to make them safe against floods.
In the parlance of planning, Sponge city is defined, ‘As an urban area; which has been planned, designed and constructed to effectively and efficiently manage and cope with the challenges posed by excessive water/storm water caused by heavy rainfall, high tides , swollen rivers or other manmade/ natural activities, using a variety of techniques. Sponge city, has also been defined as, ‘the city that is designed to retain, clean, and reuse stormwater. Basically, sponge city in its approach, intent, content, planning, designing , construction and management, has focus on water and its effective and efficient management, without adversely impacting the operation and function of the city, which is subjected to challenge posed by excessive water. Sponge city model promotes, retaining the excess water within the city aquifer by creating options to eliminate concrete pavements that separate water from the natural ecosystem; utilize natural wetlands to absorb water into the soil; make city water-resilient and transform cities/communities/ neighbourhoods by helping in redefining urban landscape by working across different disciplines — hydrology, landscape, architecture, planning and engineering, to save human lives and property from the threat posed and damage caused by excess water.
Sponge city model, as an option and strategy, has been gaining currency and finding favour, both at local and global level with planners,
In the center of Rotterdam lies an eye-catching building:
a floating complex made of three sphere-like
structures, attached to a floating square. Being a
pilot project it consists of state-of-the-art techniques
in the area of floating and sustainable development.
It paves the way for climate proof urbanization on the
water.
In this brochure you will find all sorts of information
about the Floating Pavilion project. What makes this
building so special? Why was it built in the fi rst place?
This brochure provides you with information on history,
research, development strategy, starting points
and realization.
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Clustering has long been recognized as a key tool for fostering regional growth and economic development. However, like ‘innovation’ clustering has become a somehow blurry concept that many talks about and use in various connections. In this presentation, Jakob will take you through an essential ‘clusters what and why session’ discussing some of the key questions, which are crucial for all being involved in with cluster development: What are clusters more exactly, how do they occur, what are the dynamics and key factors driving strong clusters, can we create clusters, and what are the differences between ‘clusters’ and ‘cluster initiatives’? Most importantly, Jakob will also discuss if clusters and clustering really matters: Do clusters actually forge economic and regional development and why should we aim for cluster development at all?
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The Canadian Trade Commissioner Service manages the Canadian Technology Accelerators (CTA) in New York, San Francisco & Silicon Valley, Boston, and Philadelphia, global clusters for technology and entrepreneurship. This initiative provides those Canadian start-ups in information and communication technology, digital and social media, gaming, clean technologies, and life sciences with access to unique resources and contacts that foster their international growth.
The CTAs make available free office space for three to six months where physical offices are located within existing business incubators. The CTAs help you to refine your business model, collect competitive intelligence, pursue key clients, access financing sources, and engage strategic partners.
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DATE: 1st July 2022
CHAPTER: Asia
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ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
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DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC:
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DATE: 1st July 2022
CHAPTER: Asia
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EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
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DATE: 1st July 2022
CHAPTER: Asia
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CHAPTER: Asia
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EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
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KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
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DATE: 1st July 2022
CHAPTER: Asia
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DATE: 1st July 2022
CHAPTER: Asia
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EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
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Cluster basics: Cluster Development in Practice - Twelve Steps
1. .
Cluster Development in Practice:
Twelve Steps
The Competitiveness Institute
11th
Global Conference
Cape Town, South Africa
October 2007
Ifor Ffowcs-Williams
Cluster Navigators Ltd
New Zealand
3. .
Clumps & Clutter v. Innovative Clusters
Clumps of firms
• Local agglomerations of self-contained, stand alone,
vertically integrated, isolated firms;
• Little trust, limited interaction;
• Little out sourcing, subcontracting, collaboration
• Geographic but not social proximity
4. .
Clumps & Clutter v. Innovative Clusters
Clumps of firms
• Local agglomerations of self-contained, stand alone,
vertically integrated, isolated firms;
• Little trust, limited interaction;
• Little out sourcing, subcontracting, collaboration
• Geographic but not social proximity
Clutter of public agencies
• Silos with individual (divergent?) development
agendas for the cluster
• Absence of teamwork, alignment, trust
• Remote from the private sector
• Priorities set in isolation;
• And ever changing
5. .
Innovative Clusters
Common elements
1. Deep specialisation, competencies
• Supported by public investments, academia
2. Local buzz: dense networking
• Rivalry yet collaboration, co-opetiton
• Rapid movement information
• Teamwork between firms
• and with university, government agencies
• Leadership, tight alignment
3. Global pipelines
• Connections beyond the region
• Attracting customers, new investment…
6. .
Innovative Clusters
Common elements
1. Deep specialisation, competencies
• Supported by public investments, academia
2. Local buzz: dense networking
• Rivalry yet collaboration, co-opetiton
• Rapid movement information
• Teamwork between firms
• and with university, government agencies
• Leadership, tight alignment
3. Global pipelines
• Connections beyond the region
• Attracting customers, new investment…
7. .
Innovative Clusters
Common elements
1. Deep specialisation, competencies
• Supported by public investments, academia
2. Local buzz: dense networking
• Rivalry yet collaboration, co-opetiton
• Rapid movement information
• Teamwork between firms
• and with university, government agencies
• Leadership, tight alignment
3. Global pipelines
• Connections beyond the region
• Attracting customers, new investment…
9. .
Cluster Development
The How
• Creating a collaborative,
demand driven, process
• For starting a clustering
initiative, or
• For renewing, revitalising
a clustering initiative
13. .
Resource cluster
development
for the long haul
• Take a 5-10 year perspective
• Primary need is the facilitator:
• Relationship builder, broker, neutral corner
• Central to this role is knowledge of key firms
and support infrastructure
• Facilitator is much more than a ‘Project
Manager’
15. .
Cluster boundaries
Take care on two dimensions!
1. Geographic dimension
• Clusters don’t respect
political borders
• Boundary may be ‘one
hour’s drive time’
2. Industry dimension
• Clusters include support
firms, soft infrastructure…
broader than an ‘industry’
16. .
Clusters: Building on specialisations
US Baby Silicons: each differentiated
San Francisco
‘Multimedia Gulch’
Internet activity
concentrated on
digital media and
B2C.
Los Angeles
‘Digital Coast’
Strongest Internet
segments:
Content services,
alternative media
Chicago
‘Silicon City’
B2B segment,
leveraging the city’s
strong industrial
expertise.
Miami
‘Silicon Beach’
Hub for Latin
American Internet
companies
New York
‘Silicon Alley’
Financial services,
new media
leveraging New
York’s traditional
industries.
20. .
The Cluster Muster
High profile, kick-off public meeting
Rounding up the ‘usual suspects’
Objectives:
• To publicly announce the initiative
• Explain the reasons for selecting this sector
• To introduce the facilitator(s)
• To request the cluster’s stakeholders to
be available for an early 1-on-1 meeting
21. .
Step 3 Initial cluster analysis
Building the base
Two thrusts:
1. Initial competitiveness diagnosis,
fact based, understanding cluster’s
current situation: structure, scale,
opportunities, constraints, culture ...
22. .
Step 3 Initial cluster analysis
Building the base
Two thrusts:
1. Initial competitiveness diagnosis,
fact based, understanding cluster’s
current situation: structure, scale,
opportunities, constraints, culture ...
2. Establishing platform for action
Introducing the process; motivating key
stakeholders to participate; identifying
potential leaders ...
23. .
History matters!
Understand the cluster’s foundations
• How did the cluster start?
• How did it grow? What changes?
• What have been the cluster’s
knowledge flows?
• Development of links, trust
• Level of social proximity?
Subcontracting? Interdependencies?
Joint actions? University activity?
• Development of global connections
• Exports? FDI? Internationalisation?
24. .
History matters!
Understand the cluster’s foundations
• How did the cluster start?
• How did it grow? What changes?
• What have been the cluster’s
knowledge flows?
• Development of links, trust
• Level of social proximity?
Subcontracting? Interdependencies?
Joint actions? University activity?
• Development of global connections
• Exports? FDI? Internationalisation?
26. .
Step 4
Forming the Leadership Group
Active clustering needs:
• Public commitment from
preferred leaders who
understand and care about
the big picture
• A Group with a balance of
skills, able to work as a team
Facilitator has a key role in
establishing Group
31. .
Bangladesh knitwear cluster
Initial preferred future, 2010
• Bangladesh is a world-class supplier of
quality knitwear.
• We have earned a reputation for service,
product innovation, market
understanding.
• Exports have doubled to $5-6 billion,
with strong growth in the US market.
33. .
Standing in the Future
Identifying the Stepping Stones
• Looking back from
the future:
Back casting
• Not a continuation of
the present
(Forecasting)
35. .
Bangladesh
Knitwear stepping
stones
Conclusions from
two workshops
Export marketing: USA focus
Training programs: leaders to operators
Improved support from banks
Invest in joint facilities and services
Improve Utilities (e.g. electricity)
Improve transportation and logistics
Develop culture of co-operation
Comply: US codes of conduct
Develop culture of innovation
$5-6 Billion
in 2010
40. .
Benchmarking visits
Example: Norway’s Mountain Tourism
cluster visit to Banff, Canada
• Identify an appropriate (model)
reference cluster
• Benchmarking visits provide a
collaborative learning opportunity
• Business + public agencies +
academics sharing their learning
• Builds connections, trust, social
capital amongst the travellers
• B2B links often develop during a
visit
41. .
Benchmarking visits
Example: Norway’s Mountain Tourism
cluster visit to Banff, Canada
• Identify an appropriate (model)
reference cluster
• Benchmarking visits provide a
collaborative learning opportunity
• Business + public agencies +
academics sharing their learning
• Builds connections, trust, social
capital amongst the travellers
• B2B links often develop during a
visit
• Visits can provide motivating
data shocks
47. .
Step 11 Linking the cluster
Building on a solid understanding
of the cluster’s strengths
Three levels of leverage:
1. With neighbouring clusters
2. Nationally, with clusters in the same sector
3. Internationally, with clusters in the same
sector
49. .
FINE project
Food Innovation Network Europe
Objectives:
Building a lasting network of EU food regions
Learning from each other on:
policy,
innovation instruments
regional food networks
Developing interregional RTD and innovation
projects
51. .
FINE regions
Collaboration between eight regional food clusters:
East Netherlands (NL)
Øresund food region (Denmark/Sweden)
Rogaland (Norway)
Castilla y León (Spain)
Flanders (Belgium)
Wielkopolska (Poland)
Scotland (UK)
Emilia Romagna (Italy)
52. .
Cluster policies
Traditional economic
development policy
Individual needs of specific
firms and industries
Current policies Firms and industries as a system
for regional development
The challenge The international approach in
cluster promotion
54. .
Step 12
Review, Evaluation
Two levels of review
1. Reviewing the overall contribution of the
clustering intervention:
• Is the clustering initiative significantly
adding value?
1. Is the competitiveness of the cluster being
upgraded?
• Movement from a clump and clutter to a
more innovative cluster?
55. .
Strengthening the conditions for
commercialisation?
• Is the cluster becoming a more demanding
customer for R&D centers and universities?
• Setting priorities for needs-driven R&D?
• And becoming an incubators without walls?
60. .
Value of cluster workshops
Identifying development priorities
• Key element in the cluster process
• Transparent, open to all
• Gaining broad agreement on the
cluster’s development strategy
61. .
Value of cluster workshops
Identifying development priorities
• Key element in the cluster process
• Transparent, open to all
• Gaining broad agreement on the
cluster’s development strategy
• Capturing ‘the wisdom of crowds’
62. .
Move quickly into action
Avoid paralysis by analysis
• Analysis simply provides the platform for action
• Businesses, especially SMEs, seek early pay-offs
• Pick the ‘low hanging fruit’
• Engage only when there is momentum
• Move at the speed of business
• Build a portfolio of initiatives, projects
• Spread benefits and risks
Just do
it!
63. .
Don’t underestimate
the central role of a
neutral facilitator
• Facilitating linkages:
• Between firms, removing clumps
• Between government agencies, removing clutter
• Continually moving the development agenda
forward
• Requires long term public funding
• And high level facilitation skills
66. .
On competitiveness
There is no rest!
• Upgrading competitiveness …no end point…it’s a
relentless journey
• Local (micro) not national (macro) focus
• Global specialisation; Winner takes all
• Distributed competitiveness, internationally
linking local specialisations…local clusters
• New competencies emerging where existing
clusters converge
• Often combining technologies in new ways
67. .
Upgrading competitiveness
Common responses
• Developing deep, deep competencies
• Local specialisations… central role of universities
• Building local connections, the internal buzz
• Connectivity - Productivity – Competitiveness
• Self-destruct task forces, collaborative alliances
• Building global pipelines, the external links
• C2C links, attracting customers, new investment,
new technologies, new people…
68. .
Is the focus on a ‘cluster programme’ ?
Or fundamentally creating a culture shift?
• Towards private sector collaboration?
• And Private - Public alignment?
With the cluster as the lens to focus other
public investments:
• Universities; R&D; training; investment &
talent attraction; export development;
incubators; industry/science parks…