Cluster 101: Session on cluster management

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Clusters 101
Session on Cluster Management
Klaus Haasis
TCI Member of the Board of Directors /
TCI German Contact Point
c/o MFG Baden-Württemberg mbH
India, 3rd December 2010

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1. Cluster vs. Cluster Initiative
2. Cluster Manager is a process leader
3. Cluster Management is a contact sport
4. Cluster Management needs a charismatic leader
5. Cluster initiatives need people and infrastucture
6. Measuring Success
7. Virtual Clusters and Cluster Management in the cloud
8. The Power of Relations:
The new role of the cluster manager
AGENDA

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1. Cluster vs. Cluster initiative

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1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
36 connected
experts
5000
connected
experts
€ 50,000
€ 500,000
480 members:
36 members
companies,
research
institutions,
universities
available
for cluster
manage-
ment per
year
2008 2009
2. Cluster Manager is a process leader

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300,000 Employees in the IT and media sector 100%
Relationships in our database 10%
Experts in our managed networks 5%
Participants attend our events 3%
People we know personally (1:1) 1%
Success actions with partners per year 0,1%
3. Cluster management is
a contact sport
30,000
15,000
9,000
3,000
300

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1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Ante-
cedence
five
specialized
advisory
boards
Consolidation
enterprise
software,
open
source,
e-health
Evolution
founder
retires
New
vision
Focusing
-2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13
Birth
ICT
ICT,
health care,
creative
industries
focus on:
CyberOne,
Coach&connect
Linking
Connecting
technology
Network for
Business
Excellence
Celebration
Change
4. Cluster management needs
a charismatic leader

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People matter
KNOWLEDGE
TRUST
Infrastructure
matters
è ISO 9001 certified processes
è Profound Relationship
Management know-how
è Professional Accounting
è Shared Services
Contracted service provider:
MFG public innovation agency
5. Cluster initiatives need
people and infrastructure

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Financial capital
• revenues membership-fees
• fixed deposit account
Relationship capital
• members
• connected Experts
Human Capital
• employees
• percentage of Graduates
Assets
Financial capital
• revenues membership-fees
• fixed deposit account
Relationship capital
• members
• connected Experts
Human Capital
• employees
• percentage of Graduates
Assets
Communication & Marketing
• website page impressions
• newsletter & mailings
• publications - print run
Know-How Events
• number of events
• participants
Cooperation and Networking offers
• number of events
• participants
Start Ups
• mediation of members
• contribution CyberOne
Consulting
• short-term consultings
• intense consultings
Community Management
• new members
• cancellations
Output
Communication & Marketing
• website page impressions
• newsletter & mailings
• publications - print run
Know-How Events
• number of events
• participants
Cooperation and Networking offers
• number of events
• participants
Start Ups
• mediation of members
• contribution CyberOne
Consulting
• short-term consultings
• intense consultings
Community Management
• new members
• cancellations
Output
6. Measuring Success

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6. Measuring Success
About 35 relevant indicators
identified in the following domains:
1. Structure of the cluster
(level 2)
2. Typology, governance, cooperation
(levels 1 and 2)
3. Financing cluster management
(level 1)
4. Strategy, objectives, services
(level 1)
5. Achievements, recognition
(level 1)
3 Framework
conditions*
2 Cluster
actors
1 Cluster
organisation
2
Focus of the Indicators –
the 3 levels of the Shell Model
Source:EuropeanClusterExcellenceInitiative,WP2
* Level 1 and level 2) are in the focus

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6. Measuring Success
Knowledge
Management
Relationship
Management
ISO 9001 Processes Innovation Controlling
EFQM
Managing the
MFG Innovation
Process

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Virtual
Clusters
Real
World
Plattforms in the cloud
Closed Shop Open Environment
8. Virtual Clusters and
Cluster Management in the cloud

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8. Virtual Clusters and
Cluster Management
in the cloud
39 Websites
1.700.000 Visits
2.000.000 Newsletter
30.000 Subscribers
1.500 Follower
481 Friends
1.652 Tweets
300 Fans
9.812 Visits
165 Interactions
23.305 Reader
290.078 Unique Page Views
9 Number of Publications
38.458 Views
2.198 Number of Pictures
31 photo albums
55 Videos
10.447 Views
Version: 15.11.2009

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Measuring success the way:„public cloud“
Fans
0
50
100
150
200
250
300
350
400
Jan 10 Feb 10 Mrz 10 Apr 10 Mai 10 Jun 10 Jul 10 Aug 10 Sep 10 Okt 10 Nov 10 Dez 10Zeit
Personen
Anz
Sei
Übersicht
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
Jan 10 Feb 10 Mrz 10 Apr 10 Mai 10 Jun 10 Jul 10 Aug 10 Sep 10 Okt 10 Nov 10 Dez 10
Zeit
AnzahlFollower
Follower
Tweets
kummuliert
Friends

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The Power of Relations:
The new role of the cluster manager

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„CLUSTERS“ „COMMUNITIES“
Agglomeration &
Competitiveness
Learning &
Change
Relationships,
Trust and Collaboration
Business Networks
Social Networks
Figures, Macroeconomics
and Statistics

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Training Session for Cluster Managers
The Power of Relationships:
Learning & Change in Cluster Management
3rd December, 10:00 – 11:30 h, Facilitator: Klaus Haasis
13th TCI Annual Global Conference, Delhi NCR 2010
Learn about the success factors
empathy, acceptance and congruence
Interact with people who have
different cultural backgrounds
Trust needs Touch
Learn about trust building as the most
important instrument in team building
Following:

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Enterprise and Industry
© 18.11.2010, Klaus Haasis, MFG Baden-Württemberg | 17MFG - Enabling Innovation with ICT and Media
Innovation Manager –
Communication Architect – Creative Coach
• 35 years experience
in Communication and Creative Industries.
• Apprenticeships in Photography and Advertising,
Degrees in Media Engineering and Communication Science
Educations in Person-centered Counseling and Coaching.
• Jobs in Creative Industries, ICT-Sector,
Chemical and Pharmaceutical Industry, Media and TV
• 1995 Founding CEO MFG Public Innovation Agency.
Thank you for your attention!
Klaus Haasis
CEO, MFG Baden-Württemberg
Director of the Board, TCI Global Network
haasis@mfg.de