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#TCI2019 Break - out sessions: Once and future clusters
This document discusses the changing role of clusters in the region of Skåne, Sweden. It outlines how clusters in Skåne have evolved from a focus on competitiveness to acting as open innovation platforms and implementing organizations for the region's research and innovation strategy. The regional cluster development program aims to foster cross-industry collaboration. Going forward, clusters are envisioned to drive strategic initiatives and work more closely with other actors in the regional innovation system. Managing this transition will involve addressing challenges around leadership, funding, trust, and strategic collaboration between clusters and their stakeholders.
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#TCI2019 Break - out sessions: Once and future clusters
- 1. "The changing roleof Clusters in Innovation Ecosystems" ONCE and FUTURE CLUSTERS 9 October, 2019 TCI Global Cluster Conference 2019, Antwerp
- 2. What do youthink, what is the primary role of clusters in regional policies? A: Clusters are tools for implementing regional innovation strategies. B: Clusters are independent, but key stakeholders in the triple-helix dialogue/strong voice in the dialogue of policy makers and businesses. C: Clusters increase competitiveness of companies. Why should cluster managers and policy makers talk to each other? No interference please! D: I have a different opinion and I am not afraid to tell it.
- 3. The Changing Roleof Clusters in Innovation Ecosystems Christian Österlind Cluster Policy Development Manager Region Skåne
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- 6. Clusters in Skåne •Yesterday – Inspired by Michael Porter’s research – Focus on increased competitiveness in regional businesses in a sector or value chain – Triple Helix Increasingly moving towards international positioning, openness and collaboration, and early ideas of ‘open innovation arenas’/’white fields’
- 7. Clusters in Skåne •Today – More mature cluster organizations – Regional Cluster Development Programme 2017-2021 • Strategic development of cluster policy closely related to regional challenges and RIS3 • The programme is the first in Sweden with long-term funding – Strategic collaboration between clusters – Acting as open innovation platforms
- 8. Regional Cluster DevelopmentProgramme 2017-2021 • Programme developed in iterative process together with regional clusters during 2016 • Open innovation cooperation to contribute to increased cross-links between industries and growth areas • Cooperation between clusters an essential part of the programme
- 9. Regional Cluster DevelopmentProgramme 2017-2021
- 10. Region Skåne ClusterMonitoring Framework • Developed with user driven process, including: –Regional cluster organizations (CEOs) –Partners from ClusteriX 2.0 • Peer review • Input from experts, e.g. Innovation Norway
- 11. Clusters in Skåne •Tomorrow – Clusters act as implementing organizations linked to different focus areas in the RIS3 strategy – A clear link between the new RIS3 strategy and the cluster's strategies and work – The clusters drive regional (and national) strategic initiatives, individually and in collaboration
- 12. Clusters in Skåne •Tomorrow – Increased focus on strategic Triple Helix cooperation – Strategic collaboration between clusters and other actors in the regional innovation system – Consolidation between regional clusters? – Increased funding (long-term)? – Address challenges, e.g. leadership, funding, trust, etc.
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- 14. CLUSTERS IN MOTION Assistingthe transformation of cluster roles in Hungary Gál Körmendy – Hungarian National Alliance of Innovative Clusters
- 15. I turn myselfaround, I'm moving backwards and forwards I'm moving twice as much as I was before I'll keep on digging to the center of the Earth I'll be down in there moving the in the room... (Talking Heads: Houses in Motion)
- 16. „A cluster islike a sewer – what you get out of it depends on what you put into it.” (after Tom Lehrer)
- 17. Interests all theway down
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- 19. Hic Rhodus, hicsalta • Concentrated competitiveness acknowledged • Pilot new call structure • Industry 4.0 banner bearer?
- 20. Innovation across borders •Cluster • Sector • Country
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- 22. Thank you foryour attention! KÖRMENDY GÁL gal.kormendy@westpannon.hu NYUGAT-PANNON NONPROFIT KFT www.westpannon.hu +36 30 229-3769
- 23. Where are theborders of a cluster? A: Traditional value chains are not relevant anymore. We need all innovative companies in the region to foster the best possible ecosystem. B: Keep member-based clusters in sectors or technologies, but foster cooperation across clusters and other actors in the region. C: Sector specific clubs! That is the only way you can establish trust among members! D: It depends and I will tell you why.
- 24. Companies & Technologies ecoplusClusters Simone Hagenauer 09/10/2019 TCI 2019 Global Cluster Conference, Antwerp ecoplus. The Business Agency of Lower Austria
- 25. Business Locations &Services Companies & Technology Projects & Initiatives Martin Fassl Claus Zeppelzauer Werner Bauer Technopols Claus Zeppelzauer Internationalisation Gabriele Forgues Clusters Claus Zeppelzauer Green Building Cluster Michaela Smertnig e-mobil Initiative NÖ EMI Food Cluster Magdalena Resch Plastics-Cluster (cross-regional initiative) Harald Bleier Mechatronics-Cluster (cross-regional initiative) 26
- 26. 27 Changing Cluster Landscapesince 2001 200 1 Green Building Cluster Food Cluster Plastics Cluster 2019 E-Mobility Initiative Mechatronics Cluster Logistics Cluster Automotive Cluster Wellbeing Cluster Food Initiative Timber Green Building 200 2 200 3 200 4 200 5 200 6 200 7 200 8 200 9 201 0 201 1 201 2 201 3 201 4 201 5 2016 2017 2018
- 27. New trendsin innovation systems Issue driven innovation instead of technology focus Open innovation platforms (virtual and real), innovation spaces etc. However cluster approach still valid Clubs or Crowds? Diversity of ideas versus relationship of trust with customers What makes sense at a regional level? What is the added value for the region? Best of both worlds Make use of well-established trust in clusters Closer collaboration among clusters, with technopoles, new players More flexible interventions / tools Potential Future Directions 28
- 28. 29 CLUSTER CLUSTER CLUSTERCLUSTER Technopol … OTHER STAKEHOLDERS • Team • Topics • Strategy • Tasks CROSS CUTTING TOPICS: • INFO POOL / PROJECT IDEA PITCH • WORKING GROUPS • OPEN INNOVATION PLATFORMS International Projects Team • Team • Topics • Strategy • Tasks • Team • Topics • Strategy • Tasks • Team • Topics • Strategy • Tasks • Team • Topics • Strategy • Tasks • Team • Topics • Strategy • Tasks Non-member Companies Regional & national & local Administration Research Education Civil Society Digital Innovation Hub Digi Team DIGITAL TRANSFORMATION PROJECTS
- 29. Integrate cross-clustertools: Info pool Innovation team Cross-sector teams Open Innovation Platforms (issue driven, public support for temporary project management) Better use of Digital Innovation Hub („House of Digitalization“) Clear focus topics in cluster strategies, more flexible tools Review monitoring indicators Synergies and focus in location development projects: larger, more visible, international Improve interfaces to partners (intermediaries, regional government departments Lean organisation, communication, simplify and unify processes and reporting requirements Management challenges 30
- 30. ecoplus. The Business Agencyof Lower Austria ecoplus Clusters Niederösterreich-Ring 2, Haus A 3100 St. Pölten Tel: +43 2742 9000-19650 cluster@ecoplus.at www.ecoplus.at www.facebook.com/ecoplus.noe twitter.com/ecoplus_noe Clusters in Lower Austria
- 31. NOI Techpark Südtirol /Alto Adige Andreas Winkler October 2019
- 32. Ataglance SOUTH TYROL CITYOF BOLZANO INNOVATION DISTRICT BAUHAUS-STYLE ARCHITECTURE BLACK MONOLITH NETWORK
- 33. Ataglance SOUTH TYROL CITYOF BOLZANO INNOVATION DISTRICT BAUHAUS-STYLE ARCHITECTURE BLACK MONOLITH NETWORK 530.000 57.000 companies Trilingual german / italian / ladin Autonomous Province TOP 25 GDP IN EUROPE 42.400€ per capita South Tyrol has the highest gross domestic product, the lowest unemployment rate and the highest employment rate in Italy and is also one of the most most prosperous regions of Europe. The adjusted Gross domestic product per capita amounts to 42,400 euros (according to Eurostat 2015), while in Italy it was 27,800 euros. Thus South Tyrol lies on place 1 in Italy and in the top 25 European regions.
- 34. from Cluster toRIS3-Unit 2001-2005 ERDF-Project: Launch of first Cluster initiative "CAN Südtirol" (budget of 5.7 million). Financing Model: 50% public money, membership based (4 Clusters) 2006-2015 Integration of CAN clusters into the organizational and service structure of the TIS innovation park, the innovation agency of the state of South Tyrol. Financing Model: 50-70% public money, service- fee based (6 Clusters) 2016-2018 Reform of the economic development agencies in South Tyrol. Fusion of 4 in 1! Clusters are brought into IDM South Tyrol. Switch from cluster to Ecosystem approach. Financing Model: 100% public money, service/value- chain oriented (9 Ecosystems) 2019 NOI Techpark becomes the new research and innovation Hub in Bolzano/South Tyrol. Ecosystems are taken over by IDM and even more focused on know-how and technology transfer. Switch from Ecosystems to Tech Transfer Units focused on RIS3. Financing Model: 100% public money, service/RIS3 oriented (5 Tech Transfer Units)
- 35. 36 The reason why… … to switch from member-based cluster organizations into open, service-oriented innovation (research) hub. (1) The classic Porter industrial cluster model was never possible in South Tyrol due to the small critical mass of specialized companies in the individual sectors. South Tyrol's economy is simply too small for this. (2) Even if the private sector responded very positively to the first cluster initiative, cluster development and its financing has always been supervised and coordinated by the public authorities. (3) South Tyrolean supporting system for innovation and research (own state law) is structured in such a way that, in addition to financial support for companies, innovation services are offered to all innovative companies via public entities (NOI Techpark). Not limited to clusters in the vertical sense but to strengthening value chains and cross innovation approach. (4) Trigger is the RIS3-Strategy. With its Smart Specialisation Strategy, South Tyrol wants to establish itself as a sustainable development of a business location. An important Instrument to achieve this goal is the NOI Techpark in Bolzano.
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- 37. TechnologySectors GREEN FOODALPINE DIGITAL AUTOMOTIVE AUTOMATION
- 38. Services LABS INNOVATION MANAGEMENTSTART-UP INCUBATOR TECH TRANSFER AREA & SPACES PUBLIC ENGAGEMENT
- 39. ScientificLabs GREEN FOODALPINE AUTOMOTIVE AUTOMATION Accelerated Life Testing Lab Bioenergy & Biofuels Lab Building Physics* Energy Exchange Lab Façade System Interactions Lab Heat Pumps Lab Hygrothermal Testing Lab Multifunctional Façade Lab PV Integration Lab Solar PV Lab Thermo Fluid Dynamics* Flavour and Metabolites Lab Food Technology Lab Micro4Food Lab NMR Lab* Oenolab Enology Fermentazione e Distillazione Laboratory for Food Microbiology Laboratory for Plant Nutrition and Fodder Analysis Laboratory for Residues and Contaminants Laboratory for Wine and Beverages Analytics Storage and Post-harvest Biology Scienze Sensoriali Trasformazione dei prodotti ortofrutticoli Agroforestry Innovation Lab* Field Robotics Lab* terraXcube Fraunhofer Italia ARENA* Human Centered Technologies Lab* Life Demo / Industry 4.0* DIGITAL OTHERS Sensor System Technology Lab* Smart Data Factory Ancient DNA Lab Anthropology Lab Conservation Lab Modern DNA Lab [ * coming soon ]
- 40. Facts District extension: 12ha, 25% of that already built-up 4 faculties of Free University of Bolzano Computer Science | Design and Art | Economics and Management | Science and Technology Upcoming: new faculty of Engineering 4 research institutes Eurac Research | Laimburg Research Centre | KlimaHaus Agency | Fraunhofer Italia 50 private companies 35 start-ups 3 institutions NOI AG Association of Tradespeople and Service Providers (lvh.apa) Enterprise Europe Network
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- 42. Do you thinkwe covered the options well? Where else do you want to go today? A: This was all very inspiring, I have a lot to think about. You have given me some really interesting ideas. B: Nothing really new, but I think you mostly covered what we think of the near future of our region. Any further, who knows? C: You made some good points, but I am missing even larger scale networks. Or something else. D: *snore* Huh! Wha’? Is the session already over! Yes, it was brilliant, thank you.
Editor's Notes
- #16 HNAIC-CHAIN, but it is not working Going to start out a little gross
- #17 Does anyone still remember this song? To me it conjures up the image of atoms, very small things, changing their course by force of will, taking up a a gigantic task, and succeeding against all odds. And I feel that in a way that is a great metaphor for the story of the Hungarian cluster scene
- #18 In Hungary, clusters are voluntary, bottom-up organisations. Quite long history – first one in 2000 – and in a highly individualistic culture with a severe trust crisis. Cluster policy took its turns and loops „moving backwards and forwards”, but by today we can say that the majority of still-actibe clusters has matured.
- #19 As Sustainability has become more of an expectation than a goal, the interests of the members within
- #27 Umsetzung Clusterprogramm zentral durch ecoplus
- #29 Dynamics in: Economy: New Open Innovation Processes, New Business Models, Cross-industry Innovation Location: Striving for Excellence and International Visibility Technologies: Digitalisation and Climate Change as main drivers
- #34 South Tyrol is Italy's northernmost province and on the border to Austria and Switzerland. It is the link between North and south, holiday destination and a growing business location
- #35 SOUTH TYROL: CITY OF BOLZANO: At the crossroads of Italian and German culture INNOVATION DISTRICT: Growing area / 12ha BAUHAUS: BLACK MONOLITH: Innovative and sustainable architecture – newly built DYNAMIC ATMOSPHERE
- #36 The Cluster Alpine Network programme to develop four to five clusters (including in the wood sector) was run by the regional administration. Each cluster had a cluster manager and a project manager was recruited once 60 enterprises were involved in the cluster. Cluster management staff received training, coaching and support, underlining the programme approach which emphasised competence as well as consensus. The innovation of this programme concerned the cooperation and partnership, as well as the technological innovations introduced to enterprises in the region. For the wood sector, three open calls for proposals were made, inviting SMEs to submit cooperation projects for innovation. 8 projects were financed involving 28 companies in upgrading acoustics and lighting, interior furnishing in the wellness sector, development and marketing of ergonomic design furniture, product, market and technology innovation, and an information platform for the wood sector. At the same time, horizontal actions were developed, such as support for participation in fairs and study visits, training on relevant new technologies, a study on the market in northern Italy, setting up technological certification on acoustics and lighting, development of a company-profile database; organisation of regular workshops and events, etc.. As a result, a draft concept for the wood cluster produced. After discussion with all the participating companies, the strategic concept for the new Wood and Technologies Cluster was agreed and a representative committee was elected to implement the strategy. The “Alpine Cluster Development Methodology” (Schöpf, Haberfellner, 2000) (adopted for wood but also for other designated sectors), structures cluster development in 5 phases: 1) cooperation; 2) project analysis; 3) cluster topic; 4) conceptualisation; 5) cluster implementation. The wood cluster became "real" 18 months into the project, in the last of the 5 phases, building on all the preceding cooperation work and analysis. The SMEs involved were persuaded of the value of the cluster through the concrete results of their cooperation projects. 175 enterprises active in the Wood & Technology Cluster The project's primary goal was to offer very small businesses and SMEs of South Tyrol the opportunity to improve their competencies and to foster innovation and innovative networks in the region. These project objectives were achieved. By the end of the programme (2004), the wood cluster included 130 members; two years later, 175 members are involved. Three working groups (Innovative Wood Constructions; Optimal indoor use of light; and Health, Alpine Wellness and Innovative Surfaces) are active and provide members with information, know-how, specific training and support for cooperation projects. They have a clear visibility and their importance is well recognized by all the economic actors in the region. Cluster support now part of the regional innovation policy The regional Office for Innovation, Research and Development now supports the Cluster Alpine Network structure (providing service to clusters) entirely and contributes up to 50% to innovative cooperation projects. Even if the private sector responded very positively to cluster initiative and its financial contribution increases, cluster development is a delicate process and public support is still essential to consolidate it and ensure its sustainability.
- #37 Schlüsselfragen: An welchem Punkt in der Entwicklung seiner Innovationsfähigkeit steht das Unternehmen aktuell? Botschaft: Leistungssteigerung ist eine komplexe Aufgabenstellung, zusätzliche Expertise hilfreich
- #38 With its Smart Specialisation Strategy, South Tyrol wants to establish itself as a Sustainable development of a business location. An important Instrument to achieve this goal is the NOI Techpark in Bolzano. Vibrant Network and Service Provider!!! In South Tyrol's technology park, researchers, entrepreneurs and founders together Innovation in the areas of excellence Green, Alpine, Food and Automation.