strategy development of clusters and cluster initiatives
TRANSCRIPT
Module: Preparation of Cluster Strategy and Action Plan
Gerd Meier zu Köcker
Institute for Innovation and Technology (iit)
April 2014
• Key action for strategy development
• Involving actors and stakeholders
• Bundling and priorisation of actions
• Action planning
• Developing new services
Lessons to Be Learned in this Modul
2
Steps in Cluster / Network Based Development
Step 1: Forming a Joint Private-Public Leadership Team
Step 2: Analysis
Step 3: Forming Networks Groups
Step 4: Developing Action Initiatives
Step 5: Organizing for Continuity
Step 6: Communication & Outreach
Analysis Keeps Pace with Project Implementation
Facts, global view, local specialization,
Hierarchy of Actions
Strategic objectives
Operation objectives
Framework conditions
Actions / services
Action plan (action, budget, staffing, responsibilities)
Log Frame as Implementation Tool
• Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions
CE PoliMaT Cluster Development
2010
2011 – 2012
Establishment of the CE 2010
Action plan
Organization Vision
Actions
Aims
Ideas
Objectives
Governance
R&D Projects
Objectives
SWOT
Vision
Measures
Field of Actions
WS WS WS WS WS
-2011 2011 2012+
Strategy
plan
9
Strategy Process foodRegio
Actions
Ideas
Ressources
Trends
Structure
Targets
2006-2010 2010 2010+
Strategy
WS WS WS WS WS WS
Vision
Objectives
Action fields
Actions
SWOT
• Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions
SWOT-Analysis
Group Working: Actor‘s Expectations vs. Satisfaction (I)
Group Working: Actor‘s Expectations vs. Satisfaction (II)
Step 1: Identify the 7 most important expectations (by your cluster actors point of view) Step 2: Rate each of them according to that fact how well each expectation might have been satisfied by the during the last 24 months by cluster actors position)
Expectation vs. Satisfaction Portfolio
Expectation vs. Satisfaction Portfolio lo
w
mo
de
rate
h
igh
Satisfa
ction
Importance of expectation
low medium high
7
6
5
4
3
2
1
Expectation vs. Satisfaction - Methodology
Expectation vs. Satisfaction
Importance
Satisfaction
Expectation vs. Satisfaction
Importance
Satisfaction
19
Expectation vs. Satisfaction Portfolio
• Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions
21
Contribution to the fulfillment of political goals
Demand oriented assistance
Access to knowledge, information and key actors
Capacity building
Support in becoming prepared and eligible for entering international projects
Project and financial management
What Are the Expectations of Governmental Authorities?
22
Access to knowledge, information and market trends
Capacity building
Generation of new business / matchmaking
Support in increasing innovation capabilities
Increased visibility
Support in internationalization
Improved visibility towards policy and administration
Access to local markets
What are the Expectations of the Private Sector
Category Less
important
Quite
important
Very
important
Marketing / Branding
Representation of company
Support in public affairs activities / communication strategy
Representing company on trade fair
Regional branding
Organisation of events and fairs to promote cluster actors
Regional or cross-regional networking of cluster actorsl
Lobbying
Policy lobbying
Lobbying for associations
Networking among cluster actors
Information and experience exchange
Initiating working groups / tasks forces
Business creation among cluster actors
Entrepreneurial support
Support of start.ups
Coaching of business plans
Fund raising / Venture Capital raising
Group Working: Where to Focus Future Actions (I)
Category Less
important
Quite
important
Very
important
Innovation and Cooperation
Brainstorming / creation of ideas
Identifcation and matching of right cluster actors
Support in proposal writing
Acquisition of third party funding
Project management
Creating of new business for initiating innovation among cluster actors
Internationalisation
Support in the definition of an internationalisation strategy for cluster
actors or for the entire cluster
Technology scouting / Trend scouting (Markets, technologies,
competitors)
Initiiating international R&D consortia
Organisation of delegation missions
Participation in international trade fairs
Targeting / beauty contests for getting access to international key actors
Group Working: Whare to Focus Future Actions (II)
Category Less
important
Quite
important
Very
important
Human development / training / education
Recruting
Development of platform of job vacancies
Development of vocational training schemes
Development of practical training schemes
Participation in recruiting events
Additional Services
Foundation of buying associations
Group Working: Whare to Focus Future Actions (III)
• Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions
Definition of Action Fields
Input
• SWOT-Analysis / analysis of current status
• Ranking of expectation
• Satisfaction analysis
• Demand of new services
• Additional information, based on interviews
• Technological focus
• etc
Action Fields (I)
29
Action Fields (II)
foodRegio Kultur
Gemeinsame Werte erm ö glichen gemeinsame Ziele
foodRegio
Strukturen
foodRegio
Information
foodRegio
Innovation
foodRegio
Ö ffentlichkeit
foodRegio
Qualifizierung
foodRegio Culture
foodRegio
Structure
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
Qualification
30
Action Fields (II)
foodRegio Kultur
Gemeinsame Werte erm ö glichen gemeinsame Ziele
foodRegio
Information
foodRegio
Innovation
foodRegio
Ö ffentlichkeit
foodRegio
Qualifizierung
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
Action fields
• Bundle common thematic needs and expectations
• Group related cluster management services
31
Action Fields (II)
foodRegio Kultur
Gemeinsame Werte erm ö glichen gemeinsame Ziele
foodRegio
Information
foodRegio
Innovation
foodRegio
Ö ffentlichkeit
foodRegio
Qualifizierung
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
FOODREGIO INFORMATION
• TechTrendDays and focus sessions • Information events (broader scope) • Internal information platform (who is who,
competence mapping • Working groups • Involving universities (technological focus) • Broadening university courses • foodRegio Website
Demand, Success Factors, Action Fields
F „foodRegio Public“ Public awareness
E „foodRegio Qualification“ Qualified staff
D „foodRegio Innovation“ Create Innovation
C „foodRegio Information“ Exchange knowledge and information
B „foodRegio Structur“ Structure of cluster actor
A „foodRegio Culture“ Culture of cooperation
Action Fields zu den Demand / success factors
Group Working
Definition of cluster specific actions fields
Grouping the most important services to actions fields
Group Working
Priorisation of services and actions
Select seven most relevant services previously identified
Priorisation of Services / Actions (I) lo
w
mo
de
rate
h
igh
Impact
on c
luste
r m
em
bers
Effort to implement (time, costs, complexity)
high medium low
7
6
5
4
3
2
1
Priorisation of Services / Actions (II) lo
w
mo
de
rate
h
igh
Num
ber
of
clu
ste
r m
em
bers
benefiting
Effort to implement (time, costs, complexity)
high medium low
7
6
5
4
3
2
1
Action Period Responsibility Resources
Action Planning
Action Planning
Description of action Implementation period Responsibilities Resources
U = Companies
Ö = Public sector
W = Dev. agencies
M = Multiplicators
Services and who will Benefit
Calculation of Resources for Staff in Cluster Organisation
0
0,5
1
1,5
2
2,5
3
3,5
4
Jahr 2011 Jahr 2012
Ca
pa
city (
Pe
rso
n m
on
th p
. a
.)
Calculation of „Fair“ Public Funding Share
Unternehmen
45%
Politik / Verwaltung
35%
Wirtschaftsförderer
10%
Verbände, Kammern,
Gewerkschaften
10%
= 55 % public funding share needed
Firms
Policy / administration
Developing agencies
Multiplicators