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?
Sustainability And Economic Developmentjohncleveland
The document discusses sustainability and its connections to economic development. It defines sustainability as meeting present needs without compromising future generations' ability to meet their needs. Economic development strategies can support community sustainability initiatives or sustainable business practices. Businesses benefit from improving their environmental performance through eco-efficiency, innovation, and reducing their impacts on natural capital.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
Circular Economy policy aims for increasing the value of products and raw materials by decreasing the waste production. To change the conventional use of products and its effect on the environment, the circular economy policy should be adopted by governments and even private sectors.
The document provides information about the Circular Design Case, which is a learning experience and design competition to help designers create products, services, and systems for the circular economy. It outlines the submission requirements, which include a system map of an everyday product highlighting 3 circular opportunities, and a "One question for systems change" template. The judging criteria and timeline are also mentioned. Additional resources are provided to help participants learn about circular design and systems thinking through videos, diagrams, and examples.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This document discusses innovation and entrepreneurship. It provides an overview of innovation as doing something different or better to benefit society and economics. Innovation requires resources, processes, and a culture within organizations to support new ideas. Entrepreneurship is defined as the organized search for opportunities that arise from changes. Sources of innovation can come from internal unexpected ideas, industry changes, or external factors like new knowledge or demographics. The document outlines tips for both innovating and entrepreneurial efforts within large organizations, noting that innovative projects often fail and require perseverance to succeed.
Sustainability And Economic Developmentjohncleveland
The document discusses sustainability and its connections to economic development. It defines sustainability as meeting present needs without compromising future generations' ability to meet their needs. Economic development strategies can support community sustainability initiatives or sustainable business practices. Businesses benefit from improving their environmental performance through eco-efficiency, innovation, and reducing their impacts on natural capital.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
Circular Economy policy aims for increasing the value of products and raw materials by decreasing the waste production. To change the conventional use of products and its effect on the environment, the circular economy policy should be adopted by governments and even private sectors.
The document provides information about the Circular Design Case, which is a learning experience and design competition to help designers create products, services, and systems for the circular economy. It outlines the submission requirements, which include a system map of an everyday product highlighting 3 circular opportunities, and a "One question for systems change" template. The judging criteria and timeline are also mentioned. Additional resources are provided to help participants learn about circular design and systems thinking through videos, diagrams, and examples.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This document discusses innovation and entrepreneurship. It provides an overview of innovation as doing something different or better to benefit society and economics. Innovation requires resources, processes, and a culture within organizations to support new ideas. Entrepreneurship is defined as the organized search for opportunities that arise from changes. Sources of innovation can come from internal unexpected ideas, industry changes, or external factors like new knowledge or demographics. The document outlines tips for both innovating and entrepreneurial efforts within large organizations, noting that innovative projects often fail and require perseverance to succeed.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
Presentation Small and Medium Agribusinesses Development FundFrancois Stepman
1) The document discusses plans to establish a Small and Medium Agribusinesses Development Fund in Uganda to improve access to financing for small and medium enterprises engaged in agribusiness.
2) The proposed fund would provide $30 million over 10-15 years for equity investments up to $3 million in eligible agribusinesses along with $4 million in matching grants for business development services.
3) The fund is envisioned to be set up with governance and management structures involving the EU, IFAD, a fund board, investment committee, and external fund manager to oversee investments and ensure social and environmental criteria and impact are met.
This document summarizes a presentation on creating sustainable value through business. It discusses the evolution of sustainability from pollution and denial to opportunities in clean technology and serving the base of the pyramid. It presents a framework for sustainable value with four internal and external strategies: pollution prevention, clean technology, product stewardship, and base of the pyramid opportunities. Most companies focus internally on pollution prevention and clean technology, but future opportunities lie externally in product stewardship and the base of the pyramid. Entrepreneurship will be key to capitalizing on these emerging sustainable strategies.
The document introduces the NTCP Diamond model for classifying projects based on their Novelty, Technology, Complexity, and Pace. It describes the four dimensions that make up the "diamond" and how projects can be evaluated and compared based on their position within the diamond framework. An example is provided to demonstrate how an airport construction project would be rated using the model. The summary concludes that the NTCP diamond concept provides an effective tool for evaluating research and development projects at different stages.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
This document discusses impact investing, which aims to generate positive social and/or environmental impact alongside financial return. Impact investing is predominantly done through illiquid private market assets like private equity and debt. Key criteria for impact investing include having the intent to create measurable social/environmental impact, measuring actual impact achieved, and proving a direct correlation between the investment and outcomes. The document provides an overview of impact investing strategies and vehicles.
Chapter 3 Importance of Entrepreneurship Factors Affectingchong wan sin
This document discusses the importance of entrepreneurship and factors that affect entrepreneurial inclination. It notes that entrepreneurship provides value to society through products/services and economic impacts. A society with an entrepreneurial culture tends to be more productive and prosperous. Factors discussed include sociocultural influences like cultural values, role models, and networking ties that provide resources and opportunities for new ventures. Government policy can also influence entrepreneurship by facilitating a supportive environment or providing different models of encouragement and regulation.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Design Thinking, by André Convents, Procter & Gambleresearchvlerick
This document discusses innovation at large companies and discusses different types of innovation including sustaining innovation, discontinuous innovation, transformative innovation, and disruptive innovation. It also discusses design thinking, open innovation, crowdsourcing, and examples of product innovations at companies like P&G.
The document discusses sustainable entrepreneurship and provides definitions of key terms. It introduces sustainable entrepreneurship as addressing social and environmental problems through business ventures that create value for all stakeholders without depleting resources. Alternative economic models are mentioned, such as zero growth and Buddhist economics. Principles of sustainability include using resources efficiently and upholding ethics over profits. Examples of sustainable industries and enterprises are provided, with considerations about making sustainable entrepreneurship a reality.
Launch event presentations: Circular Economy Business Models for the Manufacturing Industry (19.9.2018, Nosturi)
The New Circular Economy Playbook is out now. Free download: www.kasvuakiertotaloudesta.fi
#kasvuakiertotaloudesta
#sitrafund
#teknologiateollisuus
#accenture
Six ways to build circular business modelsPaavo Ritala
This is a slide deck about different types of business models that align with circular economy principles.
Feel free to use the slides in your teaching, consulting, or in any other purposes. If you need the original ppt file, feel free to contact us!
Apple is known for its innovative electronic devices and strong supply chain management. It was named the company with the best supply chain practices for the third year in a row. Apple manages both digital and physical supply chains efficiently at low cost by setting impossible targets, prioritizing action, simplifying processes, and enhancing supplier relationships. This operational excellence gives Apple a competitive advantage through high control over costs, speed to market, demand-based delivery, and high quality.
This document discusses global trends in open innovation and best practices for open innovation systems. It describes open innovation as using external knowledge to accelerate internal innovation and expand markets. Companies are creating open innovation systems with processes, partner networks, infrastructure, and organizational structures. The document analyzes best practices like Philips' High Tech Campus, which offers infrastructure and services to partners to stimulate collaboration. It also mentions Telefonica's network of over 1,000 partners and Nokia's discussions of technology trends with partners.
Building and Industry Decarbonization Scenarios using EPA's TIMES models: COM...IEA-ETSAP
The document summarizes key findings from the Energy Modeling Forum Study #37 on pathways to achieving net-zero carbon emissions in the United States by 2050. Models in the study reached net-zero primarily through electrification, reductions in fossil fuel use, and reliance on carbon dioxide removal technologies. Decarbonizing the industrial sector, including technologies like direct reduced iron with hydrogen for steel production, presents challenges to model and requires consideration of impacts beyond just carbon emissions.
A circular economy aims to eliminate waste and the continual use of resources by designing out waste, keeping products and materials in use, and regenerating natural systems. It involves transitioning from the current linear "take, make, dispose" model to one that is restorative or regenerative by design. This can provide benefits like competitive advantage from greater efficiency, resilience to supply disruptions, and offsetting rising commodity prices. Moving to a circular economy makes financial sense and is necessary for long-term sustainability as the world reaches critical limits of finite resources and space. Examples of circular economy strategies include product as a service models, next life sales, collaborative consumption, and advanced recycling.
ost-benefit analysis provides an organizational framework for identifying, quantifying, and comparing the costs and benefits (measured in dollars) of a proposed policy action. The final decision is informed (though not necessarily determined) by a comparison of the total costs and benefits.
The document discusses the concept of sustainability and its key components. Sustainability refers to the ability to continue over time and maintain a certain level or rate. It has a narrow meaning related to the environment and a broad meaning of sustainable development. The main components of sustainability are environmental, economic, political, social, and fiscal. Environmental sustainability focuses on conservation, renewable energies, and protecting biodiversity. Economic sustainability promotes efficient and responsible use of resources. Political sustainability protects civil liberties and democratic institutions. Social sustainability aims to achieve fair access to healthcare, education, and cultural preservation. Fiscal sustainability ensures government finances are sustainable in the long run.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Ifor Ffowcs-Williams, Presentation TCI2018 European Conference SofiaTCI Network
This document outlines ten building blocks for successful clustering initiatives. It discusses potential pitfalls in cluster definition and development if removed from private sector needs. Specifically, it notes clusters may be too broad or narrow in focus, become isolated from businesses, fail to deliver benefits quickly, or be captured by narrow interests. The ten building blocks provided are: 1) careful cluster selection, 2) developing a broad portfolio of support programs, 3) shifting from independent firms to collaboration, 4) aligning various support agencies, 5) leveraging strategic agendas, 6) linking clusters internationally, 7) evaluating impact, 8) establishing an effective board, 9) utilizing cluster managers to connect stakeholders, and 10) exploring new opportunities at the cluster periphery.
These slides cover briefly the concept of circular economy, how it aims at reducing waste to a minimum. When a product reaches the end of its life, its materials are kept within the economy wherever possible. These materials would then be productively used again and again, thereby creating further value. Circular economy has enormous benefits when compared against the traditional linear and recycling economies.
Presentation Small and Medium Agribusinesses Development FundFrancois Stepman
1) The document discusses plans to establish a Small and Medium Agribusinesses Development Fund in Uganda to improve access to financing for small and medium enterprises engaged in agribusiness.
2) The proposed fund would provide $30 million over 10-15 years for equity investments up to $3 million in eligible agribusinesses along with $4 million in matching grants for business development services.
3) The fund is envisioned to be set up with governance and management structures involving the EU, IFAD, a fund board, investment committee, and external fund manager to oversee investments and ensure social and environmental criteria and impact are met.
This document summarizes a presentation on creating sustainable value through business. It discusses the evolution of sustainability from pollution and denial to opportunities in clean technology and serving the base of the pyramid. It presents a framework for sustainable value with four internal and external strategies: pollution prevention, clean technology, product stewardship, and base of the pyramid opportunities. Most companies focus internally on pollution prevention and clean technology, but future opportunities lie externally in product stewardship and the base of the pyramid. Entrepreneurship will be key to capitalizing on these emerging sustainable strategies.
The document introduces the NTCP Diamond model for classifying projects based on their Novelty, Technology, Complexity, and Pace. It describes the four dimensions that make up the "diamond" and how projects can be evaluated and compared based on their position within the diamond framework. An example is provided to demonstrate how an airport construction project would be rated using the model. The summary concludes that the NTCP diamond concept provides an effective tool for evaluating research and development projects at different stages.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
This document discusses impact investing, which aims to generate positive social and/or environmental impact alongside financial return. Impact investing is predominantly done through illiquid private market assets like private equity and debt. Key criteria for impact investing include having the intent to create measurable social/environmental impact, measuring actual impact achieved, and proving a direct correlation between the investment and outcomes. The document provides an overview of impact investing strategies and vehicles.
Chapter 3 Importance of Entrepreneurship Factors Affectingchong wan sin
This document discusses the importance of entrepreneurship and factors that affect entrepreneurial inclination. It notes that entrepreneurship provides value to society through products/services and economic impacts. A society with an entrepreneurial culture tends to be more productive and prosperous. Factors discussed include sociocultural influences like cultural values, role models, and networking ties that provide resources and opportunities for new ventures. Government policy can also influence entrepreneurship by facilitating a supportive environment or providing different models of encouragement and regulation.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Design Thinking, by André Convents, Procter & Gambleresearchvlerick
This document discusses innovation at large companies and discusses different types of innovation including sustaining innovation, discontinuous innovation, transformative innovation, and disruptive innovation. It also discusses design thinking, open innovation, crowdsourcing, and examples of product innovations at companies like P&G.
The document discusses sustainable entrepreneurship and provides definitions of key terms. It introduces sustainable entrepreneurship as addressing social and environmental problems through business ventures that create value for all stakeholders without depleting resources. Alternative economic models are mentioned, such as zero growth and Buddhist economics. Principles of sustainability include using resources efficiently and upholding ethics over profits. Examples of sustainable industries and enterprises are provided, with considerations about making sustainable entrepreneurship a reality.
Launch event presentations: Circular Economy Business Models for the Manufacturing Industry (19.9.2018, Nosturi)
The New Circular Economy Playbook is out now. Free download: www.kasvuakiertotaloudesta.fi
#kasvuakiertotaloudesta
#sitrafund
#teknologiateollisuus
#accenture
Six ways to build circular business modelsPaavo Ritala
This is a slide deck about different types of business models that align with circular economy principles.
Feel free to use the slides in your teaching, consulting, or in any other purposes. If you need the original ppt file, feel free to contact us!
Apple is known for its innovative electronic devices and strong supply chain management. It was named the company with the best supply chain practices for the third year in a row. Apple manages both digital and physical supply chains efficiently at low cost by setting impossible targets, prioritizing action, simplifying processes, and enhancing supplier relationships. This operational excellence gives Apple a competitive advantage through high control over costs, speed to market, demand-based delivery, and high quality.
This document discusses global trends in open innovation and best practices for open innovation systems. It describes open innovation as using external knowledge to accelerate internal innovation and expand markets. Companies are creating open innovation systems with processes, partner networks, infrastructure, and organizational structures. The document analyzes best practices like Philips' High Tech Campus, which offers infrastructure and services to partners to stimulate collaboration. It also mentions Telefonica's network of over 1,000 partners and Nokia's discussions of technology trends with partners.
Building and Industry Decarbonization Scenarios using EPA's TIMES models: COM...IEA-ETSAP
The document summarizes key findings from the Energy Modeling Forum Study #37 on pathways to achieving net-zero carbon emissions in the United States by 2050. Models in the study reached net-zero primarily through electrification, reductions in fossil fuel use, and reliance on carbon dioxide removal technologies. Decarbonizing the industrial sector, including technologies like direct reduced iron with hydrogen for steel production, presents challenges to model and requires consideration of impacts beyond just carbon emissions.
A circular economy aims to eliminate waste and the continual use of resources by designing out waste, keeping products and materials in use, and regenerating natural systems. It involves transitioning from the current linear "take, make, dispose" model to one that is restorative or regenerative by design. This can provide benefits like competitive advantage from greater efficiency, resilience to supply disruptions, and offsetting rising commodity prices. Moving to a circular economy makes financial sense and is necessary for long-term sustainability as the world reaches critical limits of finite resources and space. Examples of circular economy strategies include product as a service models, next life sales, collaborative consumption, and advanced recycling.
ost-benefit analysis provides an organizational framework for identifying, quantifying, and comparing the costs and benefits (measured in dollars) of a proposed policy action. The final decision is informed (though not necessarily determined) by a comparison of the total costs and benefits.
The document discusses the concept of sustainability and its key components. Sustainability refers to the ability to continue over time and maintain a certain level or rate. It has a narrow meaning related to the environment and a broad meaning of sustainable development. The main components of sustainability are environmental, economic, political, social, and fiscal. Environmental sustainability focuses on conservation, renewable energies, and protecting biodiversity. Economic sustainability promotes efficient and responsible use of resources. Political sustainability protects civil liberties and democratic institutions. Social sustainability aims to achieve fair access to healthcare, education, and cultural preservation. Fiscal sustainability ensures government finances are sustainable in the long run.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Ifor Ffowcs-Williams, Presentation TCI2018 European Conference SofiaTCI Network
This document outlines ten building blocks for successful clustering initiatives. It discusses potential pitfalls in cluster definition and development if removed from private sector needs. Specifically, it notes clusters may be too broad or narrow in focus, become isolated from businesses, fail to deliver benefits quickly, or be captured by narrow interests. The ten building blocks provided are: 1) careful cluster selection, 2) developing a broad portfolio of support programs, 3) shifting from independent firms to collaboration, 4) aligning various support agencies, 5) leveraging strategic agendas, 6) linking clusters internationally, 7) evaluating impact, 8) establishing an effective board, 9) utilizing cluster managers to connect stakeholders, and 10) exploring new opportunities at the cluster periphery.
TCIOceania14 Building a successful cluster system in regional AustraliaTCI Network
This document discusses building a successful cluster system in regional Australia based on Mark Bell's experiences studying business cluster development in Europe. It outlines several key building blocks for a successful cluster system, including collaboration between government, universities, regional organizations, and businesses. It also advocates for creating a "cluster commons vehicle" in each region to facilitate cluster identification and initiatives, connect organizations, and undertake activities like skills training and innovation projects to benefit multiple industry networks.
Evidencing the Benefits of Cluster Programmes by Madeline Smith, James Wilso...TCI Network
The document discusses challenges around evaluating cluster programs and proposes a framework to assess their effects. It reviews literature finding clusters positively impact firm innovation, productivity, and regional growth. Case studies of cluster programs found effects on collaboration, economic performance, and regional competitiveness. Participants discussed populating the framework with indicators and applying it to a UK cluster initiative case. Key questions for cluster evaluation include what level and types of effects the policy aims to achieve. The working group seeks to advance understanding and practice of cluster evaluation.
TCI 2016 The journey: startups and innovation in the US and EUTCI Network
This document summarizes Constantijn van Oranje-Nassau's presentation on startups and innovation in the US and EU. It discusses trends in government, corporations, and universities and how they interact. It then provides lessons learned from the US experience, including the importance of clusters and networks. It outlines strengths and challenges for the Netherlands, and proposes actions for StartupDelta to strengthen the Dutch ecosystem, connect it internationally, and advocate for the future. The goal is to make the Netherlands the best ecosystem in Europe for starting and growing businesses.
TCI 2015 Introduction to TCI Network. How to Take out the Most of this Global...TCI Network
TCI Network is a global nonprofit organization connecting over 9,000 economic development practitioners in over 110 countries. It aims to advance cluster-based competitiveness and innovation. Members gain specialized knowledge through TCI resources like newsletters, databases of clusters and experts. Members also benefit from networking opportunities at TCI events to collaborate on projects and exchange best practices. TCI provides visibility for members and their work through its online directories and publications.
Cluster basics: Cluster Development in Practice - Twelve StepsTCI Network
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.
TCI 2015 Excellence in Cluster Policy Making for Fragmented and Globalised Va...TCI Network
This document discusses the new role of clusters in the context of globalized value chains. It begins by looking at how cluster support has changed from focusing on local collaboration between companies to having to address optimization and fragmentation at the global level. This leads to new challenges for cluster policy and practice, such as helping incumbent clusters transform and adopt new technologies. The document advocates that collaboration still has a role to play but that policy must also encourage business model transformation. It then discusses competencies needed for effective cluster policymaking, such as value chain analysis skills. The conclusion contrasts cluster-based policies that enhance competition against industrial policies that risk distorting competition.
Cluster basics: Clusters and CompetitivenessTCI Network
Clusters and competitiveness are becoming mainstream approaches to improving the competitiveness of companies and economic regions. There are now estimated to be over 5,000 cluster initiatives worldwide, up from around 500 in 2003. Clusters are groups of interconnected companies and institutions in a particular industry that are located near each other. They allow for cooperation and synergies that improve competitiveness. Successful cluster policies require an understanding of the complex factors that influence competitiveness on both the macro and microeconomic levels. Clusters provide benefits through synergies, operations, intangibles like knowledge sharing, and greater influence. Effective cluster managers play a key role by finding synergies and building trust and consensus among members. Successful cluster policies are realistic, focus on cooperation around strategic
The presentation introduces insights into key elements of successful cluster management, strategies to develop new industries and corresponding policy intervention.
TCI 2014 Red Lights & Green Lights on Cluster DevelopmentTCI Network
This document summarizes lessons learned from over 20 years of experience in cluster development work across 42 countries. Red lights that should be avoided include artificially confining initiatives by geography or time, limiting support only to SMEs, focusing only on emerging sectors, and over-analyzing clusters before taking action. Green lights that lead to more successful cluster development involve a learning-by-doing approach, aggressively leveraging limited resources through cooperation, having broad agendas that address multiple needs, empowering cluster managers to connect organizations, ensuring business-driven governance, and providing national programs with flexibility and long-term support. Overall success comes from moving clusters from isolated "wild" systems toward more "domesticated" collaboration, while maintaining some
Building an open innovation capability Presentation - Professor Stephen Roperenterpriseresearchcentre
This document discusses the potential benefits of establishing an open innovation center in Northern Ireland. It finds that NI lags behind other UK regions in open innovation activities, particularly among smaller firms. An open innovation center could help address this by raising awareness of open innovation, building firms' capabilities to engage in it, and facilitating partnerships between firms and other organizations. The benefits would include increased innovation, productivity and economic growth in the region. A proposed model for a NI open innovation center would target smaller firms and act as a neutral broker to connect firms to potential innovation partners both within and outside of the region.
This document discusses the potential benefits of establishing an open innovation center in Northern Ireland. It finds that NI lags behind other UK regions in open innovation activities, particularly among smaller firms. An open innovation center could help address this by raising awareness of open innovation, building firms' capabilities to engage in it, and facilitating partnerships between firms and other organizations. The center would likely target smaller companies and help them move from closed to open models of innovation. It could take the form of an independent innovation intermediary and draw on existing resources while operating independently. The goal would be to increase open innovation and its benefits for firms and the wider Northern Ireland economy.
ECO4CLIM we are a "glocal" community of climate practice, materialized into a global network of interconnected climate innovation labs, managed by climate organizers; where ecopreneurs meet climate activists and other key stakeholders, to co-create sustainable business solutions to climate-related challenges, for cities and communities, as well as companies and organizations.
If you want to run your own climate innovation lab within this global network, read this presentation carefully and contact us at http://ecopreneurs4climate.org/labs/
Merete Daniel Nielsen, Presentation TCI2018 European Conference SofiaTCI Network
This document discusses different cluster models and innovation networks in Denmark. It begins by defining clusters and cluster initiatives. Six models of clusters and innovation networks are then presented: 1) innovation networks hosted at universities, 2) hosted at other knowledge partners, 3) created by other clusters, 4) collaboration between innovation networks and national clusters, 5) regional clusters, and 6) local specialized clusters. Each model is described in terms of its legal entity, funding, leadership structure, and board composition. The models are also analyzed using data from a performance account to measure their impact on companies and participants. The goal is to provide an overview and analysis of cluster models to help policymakers and support further professionalization of clusters.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
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6. The key questions I will
try to answer:
• What are clusters more exactly?
• How do they occur?
• What are the dynamics and key
factors driving strong clusters?
• Can we create clusters?
• And does clustering actually
matters?
7. YES! Clusters do matter – a lot….
▪ Companies in strong clusters are more innovative than other companies!
▪ Regions with strong clusters attract more venture capital than areas without strong clusters
▪ Strong clusters creates a higher level of entrepreneurship
▪ Clusters are magnets for skilled labour
▪ Clusters result in higher wage levels as well as added value growth
8. YES! Clusters do matter – a lot….
▪ 38% of European jobs are based in clusters
(regional sectoral strongholds)
▪ There are about 2000 statistical observable
clusters in Europe, of which 150 are considered
to be world-class in terms of employment, size,
focus and specialization
▪ According to the European Cluster Excellence
Scoreboard, for a number of selected emerging
industries and regions in the period 2010-2013,
33.3 % of firms in clusters showed employment
growth superior to 10%, as opposed to only
18.2% of firms outside clusters.
Source: European Cluster Observatory
9. Companies in strong clusters are more
innovative than other companies!
In his study of the Silicon Valley case,
Chong‐Moon Lee, former Stanford professor,
clearly shows the close connection between
processes of clustering and innovation.
Due to the very high density of specialized
companies and prevalence of networking and
knowledge sharing, Silicon Valley became one of
the most collaborative and innovative business
and research environments in the US and the
world.
Proove: HP, Oracle, Cisco Systems, NetScape,
EBay, Sun, Apple, Google and many others
were founded in the valley
YES! Clusters do matter – a lot….
10. Why did we start focusing on clusters?
Michael Porter introduced the modern
cluster theory:
• “Clusters are the cornerstone of innovative economies”
• He focused on how clusters contributed to developing
internationally competitive companies and industries
• One reason why cluster policy has become so popular might be
that the concept was introduced in a period where more
selective trade policy was removed due to international
legislation.
• Clustering was a new lens that made possible moving the focus
from subsidizing specific industries and firms to more soft
industry policies and indirect support measures in order to
enhance innovation and competitiveness within sectors and
across value chains.
11. What are clusters?
Porter defines clusters as
“Geographic
concentrations of
interconnected companies
and institutions in a
particular field”
Source: Clusters and the New Economy of Competition, Michael E. Porter in
Harvard Business Review, Nov/Dec98, Vol. 76 Issue 6,
12. What are clusters?
Leading
companies
Related companies
R&D
Labour
market
Infra-
structure
Finance
etc.
Support functions
A geographical
concentration of specialized
companies and related
companies,
research & development
institutions, education,
finance institutions, public
actors,
and with relations and
cooperation between these
actors
13. Clustering - the cross field of agglomeration
and networking
Agglomerations
The physical placement
within a region of (many)
companies and
organsiations within the
same sector, economic or
technical field
Networks
The network and social and
economic relations and
cooperation between
related companies and
organisations
Clusters
Agglomeration of related
companies and
organisations with strong
networks and culture of
collaboration
19. Upgrading mechanisms
- The dynamics that makes clusters strong and the cluster companies grow
Complementarity
Joint pool of qualified labour, specialised local suppliers
and supporting firms
Innovation pressure
Company rivalry, strong local buyers
Knowledge development and dissemination
Local buzz, network, getting fast access to the
newest knowledge and ideas, spin-offs
Collective action
Pre-competitive joint projects and alliances: R&D,
education, internationalisation, etc.
Global pipelines
Strategic partners located outside the cluster, link to
global innovation and production networks
Innovation and
competitiveness
20. Cluster lifecycles
- clusters are not born big they emerge, grow, mature and change
From a regional policy point of view, potential and
emerging clusters attract particular attention as new
sources of regional growth that through the right
initiatives and public support can grow into strong,
mature clusters.
This leads to the next subject – cluster initiatives...
21. A cluster initiative is …
… an organised collaboration with
• firms
• government
• and academia
within a concentrated geographical area
• Cooperating towards common
goals
• Establishing close linkages and
working alliances
… to improve the cluster’s and the companies’ competitiveness
22. Clusters vs. cluster initiatives
• Clusters evolve and exist naturally without any public intervention
• The development of clusters can be stimulated by a cluster initiative
• Important: ‘We’ cannot start or run a cluster - but a cluster initiative
22
A cluster initiative is not a cluster itself but an organisation
that supports and facilitates the development and success
of an actual cluster. In this way, cluster initiatives can be
said to be part of a cluster’s supporting institutions or soft
infrastructure.
23. Different understandings of the cluster concept
• The concepts of clusters and innovation systems
are used in different situations:
• As theoretical perspectives to describe
mechanisms that create economic growth
• As a tool to analyse and describe complex
systems
• As a process tool to organize regional development
• As a policy framework for innovation and value creation
• Remember: The final goal of a cluster initiative will not always be the fully
fledged mature cluster. Clustering and cluster initiatives should basically be seen
as tools to enhance innovation and competitiveness within a region or a specific
group of companies.
24. Cluster development is a centre stage strategy
rather than ”another project”
Cluster development is a comprehensive framework or a platform for a range of
economic development agendas, including:
• RDI interventions
• Skills, training, workforce development
• SME development; New business start-ups
• Investment attraction; attracting experts
• Export development, internationalisation
Clustering
25. 1. Cluster development is long term
• Don’t over promise, no quick fix
• Requires long term action
• And patience
And its not a quick fix….
26. What characterises successful cluster initiatives?
Important steps and focal points in the process of establishing cluster
initiatives:
▪ When there is a ”natural cluster” existing with proven strengths and growth
potentials to build on
▪ When the cluster initiative focuses on the shared needs and challenges of the
companies
▪ When there is a clear and common understanding of what cluster development
is among the key stakeholders:
▪ That by standing together in joint actions we can improve the regional
framework conditions and hereby create advantages for the individual
companies
▪ When there is a shared vision and clear strategy for the cluster initiative.
▪ When there has been build trust between the stakeholders in the cluster and
show engagement and ownership to the initiative and the activities
27. Oxford Research’s cluster work
Oxford Research is currently among the leading knowledge providers and practitioners in clustering in Scandinavia and Europe and we
have undertaken a wide range of regional, national and international cluster actors such as the EU Commission, the European Cluster
Observatory, Cluster Excellence Denmark, Copenhagen Capacity, ministries, regions, municipalities, and directly with cluster
organizations and cluster initiatives. References include:
• International cluster management training since 2006
• International cluster study trips to Denmark for international clients since 2009
• Strategy development, cluster interventions and advisory services for cluster
initiatives E.g. ERECI Egyptian Renewable Energy Cluster, Logistics in Wallonia,
Copenhagen Fintech Innovation & Research, Merit – Helsinki Maritime Cluster
• EU Cluster Policy Mapping for the European Cluster Observatory
• Baseline study for the Norwegian Centre of Expertise programme
• Monitoring and evaluation of Copenhagen Cleantech Cluster
Oxford Research has worked intensively with clusters, cluster development, and cluster policies since 1995. Oxford Research's founder
and Chairman, Kim Møller, was involved at the inception of cluster research in the 1980s, working along with Harvard professor Michael
E. Porter's research team on the famous 'Ten Nation Study' that laid the foundation for the modern cluster concept. Oxford Research is a
member of the global cluster development forum TCI - The Competitiveness Institute and Associated Partner of the national Danish
cluster support function Cluster Excellence Denmark.
28. Our cluster services
Oxford Research is able to offer a wide range of consulting services
related to clusters, cluster development, and cluster policies:
• Inventories and analyzes of clusters and value chains: Oxford Research
specializes in identifying potential as well as mature clusters, mapping the
various clusters actors and value chains to assess their strengths, opportunities,
and challenges.
• Monitoring and evaluation of clusters and cluster initiatives: In order to keep a
cluster initiative on track and get the maximum return on investment, ongoing
monitoring and evaluation is important. Oxford Research has implemented
baseline measurements, monitoring systems, and evaluations for many of the
largest clusters and cluster programs in Scandinavia.
• Development of strategy and action plans for cluster organizations and
business policy makers: creating sustainable and successful cluster initiatives is
not easy and requires a clear strategy that is both rooted in the real actors and
based on sound analysis.
• Cluster Training and Cluster Management Courses: Since 2006, Oxford Research
has offered workshops and courses in cluster development for facilitators and
professionals working with clusters. Through interactive and practice-based
learning, participants will be equipped with knowledge and tools they can use in
their daily work to build innovative and sustainable clusters and cluster
initiatives.
29. Contact
Oxford Research has more than 50 specialized
consultants placed in Copenhagen, Stockholm,
Oslo, Helsinki, Tallinn, Poznan, Brussels and
New York. Head office is in Copenhagen -
Denmark.
For cluster projects and enquiries please
contact:
Jakob Stoumann
Managing Director
Head of Clustering, innovation and Regional
Development
Oxford Research A/S
Falkoner Allé 20, 4. sal
2000 Frederiksberg, Denmark
Switchboard: +45 3369 1369
Mobile/direct: +45 2447 5927
Email: jas@oxfordresearch.dk
www.oxfordresearch.dk
30. 30
Thank you for the attention!
…and please remember: Success tends to cluster