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Advansis Oy, Itlahdenkatu 22 A b, FI-00210 Helsinkiwww.advansis.fi
EUROPEAN CLUSTERS AND CLUSTER INITIATIVES
Tarmo Lemola
International Forum of Clusters 2007
Hermosillo, Sonora 2-3 May2007
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OUTLINE OF THE PRESENTATION
1. EUROPE FACING THE FUTURE
2. CLUSTERS THEORY AND PRACTICE
3. EXAMPLES OF EU CLUSTER INITIATIVES
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CLUSTERS IN EUROPE?
Tentative answers to the question:
There are not any clusters in Europe.
There are a lot of organically developed anddeveloping clusters.
There are not necessarily clusters created by
political decision making. There are several cluster initiatives at EU and
regional levels.
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1. EUROPE FACING THE FUTURE
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THE LISBON STRATEGY
The union today has set itself a new strategic goal for
the next decade: to become the most competitive
and dynamic knowledge-based economy in theworld, capable of sustainable economic growth with
more and better jobs and greater social cohesion.
March 2000
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THEMES IN THE LISBON STRATEGY
Global economic competition, the internal market
and employment
Rapid technological change, the knowledge society
Environmental sustainability
The european social model, inclusion, political
legitimation through civic engagement
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CRITICAL TRENDS IN EUROPE
Productivity falling behind
Failing to capitalise on the application of ICT
Losing out as large firms globalise their R&D
Locked into unmodernised traditional sectors andunderinvesting in services R&D
Fragmented markets across the national boundaries of the
Member States
Rising demographic challenges (declining birth rates and rising
life expectancies)
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INNOVATIVE PERFORMANCE OF EU COUNTRIES
Innovative leaders
Finland, Sweden, Denmark
Intermediate countries
Austria, Belgium, Netherlands, UK, Germany, France andItaly
Trailing countries
Spain, Lithuania, Slovenia, Czech Republic, Hungary andSlovakia
Laggards Portugal, Greece, Estonia, Latvia and Poland
Source: Anthony Arundel & Hugo Hollanders, MERIT, Innovation Strengths and
Weaknesses. European Trend Charton Innovation, December 5, 2005
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NEW CROSS-SECTORAL INITIATIVES
Competitiveness
Energy and the environment
Intellectual property rights
Regulation Industrial research and innovation
Market access
Skills Managing structural change
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NEW SECTOR-SPECIFIC INITIATIVES
Pharmaceuticals
Biotechnology
Chemicals industry
Defence industry Space
Information and communication technologies
Mechanical engineering
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THE BIG CHALLENGE FOR EUROPE:
JOINING FORCES FOR BETTER
COMPETITIVENESS
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2. CLUSTERS THEORY AND PRACTICE
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Various approaches to clusters
Erik Dahmen: industrial blocks
Michael Porter: diamond
Freeman & Lundvall: innovation systems
Carlsson, Stankiewicz & Jacobsson: technological systems
Franco Malerba: sectoral systems of innovation Etzkowitz & Leydersdorff: The Triple Helix of University-
Industry-Government
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Favourable Innovation Environmentfor Industry
FIRM
Appropriate R&D funding
arrangements Access to top-level
research
Access to high
quality experts and
labour; mobility;respect for diversity
Favourable regulatory
environment; harmonized rules;
IPR provisions; company
statutes; taxation, etc.
Rich fabric of private
partners enabling vertical
and horizontal integration
Efficient
VC markets
Efficient internalmarket conditions;
cost efficiency
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Typical characteristics of attractive innovativeenvironments
Universities and centres of academic excellence
Entrepreneurs with marketable ideas and products
Core of successful large companies
Quality management teams and talent Sources of early stage venture capital
Supportive infrastructure
Affordable space for growing businesses Access to capital markets
Attractive living environment and accommodation
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Cluster typologies
Common cluster types
Industrial clusters (user-producer linkages)
Technology / competence clusters (complementarylinkages, new, international)
Regional clusters (innovation ecology, strong history) Networks (business networks, social networks, social
capital)
Life cycles of clusters and relevant policies Emerging clusters (encourage, coordinate, facili tate)
Growth clusters (facilitate growth, support)
Mature clusters (revitalise, renew)
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Typical Process for a Cluster Strategy
The Challenge -> general trend analysis, mapping
Getting cluster stakeholders together
Shared view on common goals -> winning commitment
Assessment of cluster specific needs vs. support
Selected pol icy options -> strategy
Cluster specif ic action plan -> mobilisation of actors
Reviewing available benchmarks
Results, benefits, communication
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Most common cluster actions*
Slvell et al:
The Cluster Initiative Greenbook
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EXPECTED RESULTS OF CLUSTER ACTIONS
Analytical results
Actions
Social capital
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Analytical results
Knowledge on the level of innovation, growth fields, future
expectations, stability & threats
Identification of lead companies and their success factors
Identification of key bottle-necks in development
Understanding the cluster dynamics, the unique culture Identification of key partners, key products & markets
Creation of a need for external services & collaboration
Areas for public-private partnership & role of intervention
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Actions
Mobilisation of actors, informal and formal connectivity -championing
Facil itating collaboration across sectors
Activation of public-private partnership in education, R&Dand innovation
Setting up joint structures: incubators, developmentplatforms
Organisation of system providers / producer -networks
Raising cluster specific funding (VC, research funding, etc)
Init iating new ideas, projects and ventures
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Social capital
Raising awareness of a cluster interest - brand development
Gathering of competencies & resources from different fields
A joint strategy for a cluster, with an action plan &implementation
Culture, methods and processes for joint operation!
Most of all - a mutual learning process!
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3. EXAMPLES OF EU CLUSTER INITIATIVES
EUROPE INNOVA
EUROPEAN TECHNOLOGY PLATFORM
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Europe INNOVA
Sectoral Innovation Watch
Cluster Mapping
Innovation Panels
Cluster Networks Financing Networks
Standards Networks
Innovation Management
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Europe INNOVA Cluster Networks
Automotive
Biotechnology
Eco-innovation Food
ICT
Optics Space
Textile
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AUTOMOTIVE NETWORKS
BELCAR (Bench Learning in Cluster Management for the
Automotive Sector in European Regions) Upper Austria, East England, Lombardy, West Pannonia,
Stuttgart, and Catalonia
TCAS (Transnational Clustering in the Automotive Sector)
Germany, Poland, Slovenia, France, UK, Netherlands
A network is a learning platform to enable members of thenetwork to identify, analyse and share good practices in
cluster management.
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European Technology Platforms
Bring together all interested parties in a particular
sector. The sectors are chosen for the strategicimportance to contribute towards the EUs goals ofknowledge-based growth, competitiveness andemployment.
Foster effective public-private partnership and bringtogether key stakeholders, under the leadership ofindustry, around a shared vision for the development
of the technologies concerned. Define the necessary research and technical
priorities in the medium-long term for the sector.
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Preparation of Technology Platforms
1. Stakeholders get together and define a commonvision to resolve R&D bottlenecks defined byindustry
2. Stakeholders define a Strategic Research Agenda3. Implementation of the Strategic Research Agenda
ETPs mobilise a range of public and private sources,including industry, international, national and regionalprogrammes and the financial markets (EuropeanInvestment Bank, Structural Funds)
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EUROPEAN ICT TECHNOLOGY PLATFORMS
ARTEMIS (Embedded systems)
eMobility
ENIAC (Nanoelectronics)
EUROP (The European Robotics Platform) ISI (Satellite Communications)
NESSI (Networked Software and Services)
NEM (The Networked and Electronic Media Initiative)
Photonics21
EPoSS (Smart Systems Technologies)
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CONCLUSIONS: lessons from cluster projects
Many definitions, many interpretations - no ideal type of a
cluster, nor absolutely best policies. Focus on activating clusters rather than creating them.
Involvement and commitment of all key stakeholders (leadcompanies) is crucial.
There is a need for public intervention, but the effective role ofpublic intervention varies according to each situation(inititation, consulting, financial support).
Cluster initiatives should be as part of a broader strategy
improving business environment in a particular region orcountry.
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GRACIAS!