tci 2014 getting long term sustainable clusters through cluster incubators support

Getting long term sustainable clusters through cluster incubators supportAntonio Ruiz Molina

Parallel 4.2 Topics on New Cluster Trends

12 November 2014

GETTING LONG TERM SUSTAINABLES

CLUSTERS THROUGH CLUSTER

INCUBATORS SUPPORT

ANTONIO RUIZ MOLINA

TASOCLUSTER

POSING THE PROBLEM

APPROACHING BUSINESSINCUBATORS

CLUSTER INCUBATORS / ACCELERATORS: A CONCEPT ALREADY PUT INTO PRACTICETASO'S APPROACH FOR THE POSITIONING OF CLUSTER INCUBATORS/ACCELERATORS

I N D E X

“After a little more than 20 years of cluster

policies, it seems that there is still an important

debate on what can be considered as an efficient

cluster policy. There are currently criticisms about

the cluster approach and its efficiency to foster

local development. A lot of resources have been

invested to implement cluster initiatives all around

the world”.

POSING THE PROBLEM

Parallel Sesion 4 - Sala B3.2 New cluster policies and cluster evaluation

How many cluster initiatives survive more than 5 years?

Cluster’s Keys:

must be and remain a

source of added-value

services to their

companies.

have to reach the critical

size to maintain a high

level of performance.

Cre

dit

: Éo

leW

ind

Challenge’s Core: Cluster managers, long-distance runners.

They can’t make it alone.

Incubators or accelerator platforms are a typical tool used

in industrial policies, especially towards individual entrepreneurs.

Credit: Karen Civil

They may also prove relevant

for cluster managers

and organizations.

We have a lot to learn

from them for cluster’s

survival.

What are business incubators? Mission statement.

Source: Critical role and screening practices of European business incubators, Aertsa K., Matthyssensc P. & Vandenbempt K., in Technovation 27 (pp. 254–267), 2007, Philadelphia.

APPROACHING BUSINESSINCUBATORS

Incubators Positioning is based in two main drivers related to the service:

Technology and Support Intensity.

Position of the business incubatorSource: Benchmarking of business incubators, European Commission, 2002, Brussels.

Profit oriented / Non-profitGeneric / University research area related / hightech related

Location and Market

Phase of intervention

Source: Business incubators and new venture creation: an assessment of incubating models, Grimaldia R. & Grandia A., in Technovation 25 (pp. 111–121), 2005, Philadelphia.

Incubator’s ‘characterizing’ variables

Management team: intermediaries /

involved in the new ventureServices

Sources of revenue

Incubation period

Origin of ideas: internal / external

Incubators Taxonomy: incubation models can adapt

many different profiles.

Incubation means to provide services to tenants: hosting

facilities, technical assistance, networking...S

erv

ice

s

Source: Critical role and screening practices of European business incubators, Aertsa K., Matthyssensc P. & Vandenbempt K., in Technovation 27 (pp. 254–267), 2007, Philadelphia.

Targeted policy tools to promote start-ups in Latin

America: a comparison between countries.

Source: Start-up Latin America: Promoting Innovation in the Region – Pocket Edition, OECD Development Centre, Paris 2013.

Financing

Services &

training

Regulatory

framework

Cluster incubator/accelerator – An example from Europe

Foundation of Upper Austria

clusters & networksSource: Werner Pamminger, Clusterland Oberösterreich GMBH

CLUSTER INCUBATORS / ACCELERATORS:

A CONCEPT ALREADY PUT INTO PRACTICE


Foundation of Upper

Austria clusters &

networksSource: Werner Pamminger, Clusterland Oberösterreich GMBH

Services to membersSource: Werner Pamminger, Clusterland Oberösterreich GMBH


Organizational chartSource: Werner Pamminger, Clusterland Oberösterreich GMBH


Cluster incubator/accelerator – An example from Latin America

Source: Cooperación Publico-Privada y Desarrollo Empresarial en Medellín presentation for UEE Committee, Comunidad Cluster Medellín & Antioquia

The promotion of clusters in Medellin, Colombia, is

based on the concept of cluster community.


An initial governance scheme

based on key promotors and a

forum of “leader companies”

from the various clusters



Several focus

areas for action

were defined:

Strategy

Empowerment

Innovation

Markets


A follow-up of progress guided by 3

sets of indicators:

achievements/initiatives by the

cluster managers

cooperation projects and

programmes

impacts on economic development



A renewed governance model

which distinguishes micro and

macro levels.

One single public-private strategic

council for the vision at macro

level. At cluster level, private

managing entity and executive

council + technical working groups

involving also academy and

institutions

Cluster incubator/accelerator

An example from Latin America

Source: Esquemas de gobernanza – Caso Medellín y Antioquia, Jaime Echeverri, 1st Cycle of Virtual Coversations of Red Cluster Colombia, Webinar 2, Augsut 2014

How can the concept of incubator/accelerator

be relevantly applied to the needs of cluster organizations?

TASO'S APPROACH FOR THE POSITIONING OF CLUSTER INCUBATORS/ACCELERATORS

Let’s think about it along the cluster life cycle focusing

on the cluster manager’s challenge.

STARTING GROWTH

Clu

ste

r C

om

pet

itiv

en

ess

MATURITY

C.I. Top Down Incubation Acceleration

Flying Alone

Cluster manager’s challenges

STARTING

Role: Structuring

Services: Basic services

Source of revenues: Public

Ressources: Public supported

Cluster networking: Information

C.I. Top Down Incubation

GROWTH

Role: Knowledge

Services: Added-value services

Source of revenues: Public-private

Ressources: Internally owned

Cluster networking: Interaction



Role: Project promotion & management

Services: Sophisticated services

Source of revenues: Private

Ressources: Outsourced

Cluster networking: Integration

MATURITY


Flying Alone

Image credit : dreamstime.com


Cluster manager as a service provider – Value chain

INNOVATION PROCESS (ANTE) OPERATION PROCCESS (POST)

Pri

mar

yA

ctiv

itie

s

ServiceDesign

ServiceSet-Up

MarketSearching

Support Activities

Human Resources Tech.Challenges

Procurement

ServiceDelivery

Infrastructure

A proposal for role distribution along the value

chain of cluster services.

HumanResources

Tech.Challenges ProcurementInfrastructure

MarketSearching

ServiceDesign

ServiceSet-Up

ServiceDelivery

INNOVATION PROCESS (ANTE) OPERATION PROCCESS (POST)

Cluster managers: focus on core activities, which

involve the higher grade of interaction with clients

ServiceSet-Up

ServiceDelivery

OPERATION PROCCESS (POST)

Support from specialized consultants for service

innovation

MarketSearching

ServiceDesign

INNOVATION PROCESS (ANTE)

Cluster incubator/accelerator providing support

activities which are common to all “client” clusters

HumanResources

Tech.Challenges ProcurementInfrastructure

www.linkedin.com/company/tasocluster

Thank you very

much for your

attention.

tci 2014 getting long term sustainable clusters through cluster incubators support

Economy & Finance