Výtah prezentace z konference International Innovation Ecosystem Forum 2018. Součást článku na blogu - https://www.liborfriedel.cz/dum-inovaci

1. © Libor Friedel www.liborfriedel.cz
Libor Friedel
Clusters and their role in
innovation ecosystem

2. © Libor Friedel www.liborfriedel.cz
Contextual arguments
Territorial dimension of industrial development and
technological innovation shifting the focus from the
national to regional.
 “Think globally, act locally”
Great emphasis has been put on
 “Bottom-up” processes of economic development
 Conditions generating geographical clusters of innovative
firms and research centres
 The impact of incubating facilities on regional capacities
to create innovative start-ups

3. © Libor Friedel www.liborfriedel.cz
Contextual arguments
Central argument in favour of cluster development is
the concept of knowledge spillovers (which are a
fundamental source of innovation o the regional and local dimension)
Local policies can play a key role in fostering learning
learning processes
Local innovation policy initiatives can support
 technological cooperation, the creation of business
networks, business incubation and start-up, staff training
(e.g. Moravia Silesian Innovation Centre)
 the identification of collective needs, common
opportunities and promote collective action.

4. © Libor Friedel www.liborfriedel.cz
Cluster (M. Porter)
A cluster is a geographic concentration of related
companies, organizations, and institutions in a
particular field that can be present in a region, state,
state, or nation.
A cluster is a geographical proximate group of
interconnected companies and associated
institutions in a particular field, linked by
commonalities and externalities.

5. © Libor Friedel www.liborfriedel.cz
Constituents (members)
- with geographical proximity
End product or service companies (producers,
providers) – in the core of clusters
Suppliers of specialized inputs, components,
machinery, and services
Financial institutions
Firms in related industries
Firms in downstream industries (distribution
or customers)
Producers of complementary product
Specialized infrastructure providers
Driving forces
for
involvement?

6. © Libor Friedel www.liborfriedel.cz
Constituents (members)
- with geographical proximity
Government and other institutions providing
specialized training, education, information, research
and technical support
 Universities (in CZ mainly public)
 Think tanks
 Vocational training providers
Government agencies that significantly influence a
cluster can be considered
Many clusters include trade associations and other
collective private sector bodies that support cluster
members

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Soft
infrastructure
Physical
infrastructure
Soft
Support
Cluster model
Core
Adapted - Cluster Navigators

8. © Libor Friedel www.liborfriedel.cz
Triple Helix - TH
DNA of
clusters
Companies (industry)
More direct involvement
(and trust in co-opetition)
Universities
More entrepreneurial
approach
State/region (government)
Environment, data.
administrative support

9. © Libor Friedel www.liborfriedel.cz
(Start with) WHY clusters?
Increase productivity and operational efficiency
 E.g. shared purchase, training…
Stimulate and enable innovation
 E.g. joint R&D…, (no more reinventing wheel)
Facilitate commercialization and new business
formation
 E.g. joint trade exhibitions, foster distribution channels…

10. © Libor Friedel www.liborfriedel.cz
3 stages development
(Cluster)
Association
(Cluster)
Organization
(Cluster)
Initiative

11. © Libor Friedel www.liborfriedel.cz
Starting points for
Innovation Ecosystem (Inka 2014+)
Innovation and invention is not the same
Innovation has many forms
Strategy of an individual firm/company is the key
element of innovation ecosystem
 Business strategy / Innovation strategy / Cluster strategy
(vers. Agile approach)
 Consider internal (innovation) ecosystem too
(Czech) innovation ecosystem is the part of
globalized economy

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House of
Innovation Innovation
Strategy
Innovation
Organization Culture
Innovation Life Cycle Processes
Idea
Management
Processes
Business Model
Development
Launch /
Continuous
Improvement
Enablers
HR Management, Knowledge Management
Project & Program Management, Controlling, IT…
A.T.Kearney
IMP3rove
IMProving
Innovation
Management
Performace
with
sustainable
IMPact
Strategy is key
Internal innovation
ecosystem
€

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(Triple Helix) Innovation ecosystem
(Innovation VILLAGE)
Government
(national, regional)
Universities, R&D
Companies
(public, private, SMEs)
CLUSTER

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Barriers of innovation
(Inka 2014+)
 Lack of highly motivated people with adequate skills
 Seniors (business managers with experience from non-European
countries)
 Juniors / graduates (declining interest in Erasmus)
 Market Competences of Companies are underdeveloped
compared to the level of technical competencies
 The potential of technical competencies is not sufficiently financially
utilized
 Lack of knowledge that is decisive for the success of the first phase
the innovation process
 Financial capacities of companies

15. © Libor Friedel www.liborfriedel.cz
Challenges (for discussion)
Managing ecosystems with cluster = Managing Triple
Helix(next picture)
 „EU funds“ – natural or artificial driving force(?)
 Lack of button-up initiatives
 Rise of business angels / start-up investors (IT, services…) –
formal “policy” is not necessary
 From creative IDEA through INNOVATION towards INVOICE
(invoice is the goal) !!!
 Innovation policy (on paper) is easier than Innovation practice
 How to measure impact and effects?…

16. © Libor Friedel www.liborfriedel.cz
Advanced Triple Helix - TH2
Play-
ers
Focus Finan-
ce
Companies (industry)
More direct involvement
Universities
More entrepreneurship
State/region (government)
Environment data
admin. support
Firms
Creativity
(innovation) Ecosystem
Commercial revenue
Tangible product,
intangible servicee
Membership Public support

17. © Libor Friedel www.liborfriedel.cz
Next: Inter-sectoral clusters
Cluster in services
as „spin-offs“ (?)
Emerging industries
from interaction from core,
support and soft
infrastructure
Social/relational capital
within clusters and among
clusters
“White fields” of
innovation!!!

18. © Libor Friedel www.liborfriedel.cz
My recommendations
for “players” (stakeholders)
Always start with/from strategy (and vision)
Focus on driving forces for clustering
Do not underestimate regional context and impact of
“small” (negotiate triple helix)
 What is the state and position of Life Science (comparing IT,
automotive sports & arts…)?
 Try to find intersectoral opportunities (white fields)
Do not rely (only) on EU funding (particularly if
strategy and motivation is lacking)
Calculate both – opportunities and risks
Coordinate and facilitate the process carefully

19. © Libor Friedel www.liborfriedel.cz
Libor Friedel
Consultant, coach, lecturer
tel.: +420 603 851 176
e-mail: blog@liborfriedel.cz
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