The document outlines recommendations for an ideal cluster program from the perspective of program managers. It recommends that programs: 1) Run for at least 5 years to support sectors important for the national economy using a bottom-up approach. 2) Focus on supporting existing cluster champions rather than creating new clusters, with cluster management as the main target group. 3) Provide hands-on capacity development for cluster management through direct financial support, benchmarking, and labeling rather than just distributing funds. 4) Be highly user-friendly, flexible, and able to adapt quickly with realistic targets and continuous formative evaluation to drive improvement.

1. The Perfect Cluster Programme
Innovation + Technik analysieren
Dr. Gerd Meier zu Köcker
Agency Kompetenznetze Deutschland
© VDI/VDE-IT
1

2. How a perfect cluster programme could look like by the
programme managers’ perspective
Main categories
Overall Target
strategic groups
Implementation
set up
Innovation + Technik analysieren
Instruments Implementation
© VDI/VDE-IT
2

3. Overall strategic set up
 Programme duration at least 5 years
 Clusters should be utilized to develop economic sectors that are
relevant for the future development of the national economy
 Programmes should be based on a bottom-up approach
 If cluster programmes provide R&D funding, cluster
managements should have an active role in commercialisation
of the R&D results (not only distributing funds)
Innovation + Technik analysieren
 Internationalization of clusters should be an integral part of the
programme strategy
 Support should focus on cluster excellence and depend on the
performance of the cluster
 Less is more – fewer programmes
© VDI/VDE-IT
3

4. Target group of a cluster programme
 Focus should be given to support national cluster champions
instead of creating new clusters
 Cluster managements should be the main target groups
Innovation + Technik analysieren
© VDI/VDE-IT
4

5. Instruments
Instruments
 Cluster managements are of very high priority
within the programmes
 Hands-on support through capacity development
of cluster management
 Direct financial support through grants is not sufficient to
promote cluster (management) excellence
 Utilization of new tools, like benchmarking or labelling
 Openness to apply new tools to support cluster managements
Innovation + Technik analysieren
© VDI/VDE-IT
5

6. Programme implementation
 High user friendliness
 Smart and simple
 Low administrative burdens for applicants (cluster
organizations)
 High flexibility
 Adaptable on changing framework conditions
 Ability to respond quickly to changing economic and
technological environments in which clusters are operating
Innovation + Technik analysieren
 Openness to apply new tools or measures
© VDI/VDE-IT
6

7. Programme implementation
 Program implementation should be supported by a knowledge-
based support infrastructure
 Sufficient know-how and understanding of the program
agency staff
 Involve external experts, if needed, to assist cluster
managers / cluster actors with their specific needs in an
adequate manner
 Targets that are clear and easy to measure
Innovation + Technik analysieren
 Effect and impact easier and for fair to measure
 Realistic key performance indicators (cluster as well as
programme level)
 No unrealistic target
© VDI/VDE-IT
7

8. Programme implementation
 Continuous improvement
 Ex-post evaluation is not enough to improve the
performance of a program.
 Formative evaluation in order to initiate continuous learning
would be promising
Innovation + Technik analysieren
© VDI/VDE-IT
8

9. No unaccomplishable wishes !
Innovation + Technik analysieren
Thank you very much for your attention
© VDI/VDE-IT
9