a pezzi optatja 2011 - english
TRANSCRIPT
Innovating in cluster policy: the case of Catalonia
Alberto Pezzi
Department of Enterprise and LabourGovernment of Catalonia
President TCI Network
Fifth International Conference on ClustersOpatija, 9th May 2011
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Index
1. Some reference to cluster “basics”
2. Innovating in cluster policies
3. The case of Catalonia
4. Conclusions
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Index
1. Some reference to cluster “basics”
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Some reference to cluster “basics”
Cluster (“wild cluster”)
“Clusters are geographicconcentrations of interconnectedcompanies, specialized suppliers, service providers, firms in relatedindustries, and associatedinstitutions in particular fields thatcompete but also cooperate”
Michael E. Porter (2008)
Footwear industry
Raw materials(recolectors)
Leather tannersFontanellas i Marti
Vidal BoschCurtidos Badia
Apparel industryGoes SATorras SA
(...)
Chemicalproducts
Cleaning andtanningAdovinbe
WarehouseBuyers
AssociationsUnió d’adobadors
CEC-FECURGremi de Blanquers
TechnologicalCentres
AIICA
SLAUGHTER
HOUSES
Other end-users
Cluster initiative
“Cluster initiatives are organisedefforts to increase the growth andcompetitiveness of clusters withina region, involving cluster firms,government and/or the researchcommunity”
Örjan Sölvell, Göran Lindqvist & Christian Ketels in The Cluster Initiative Greenbook (2003).
Mapping AnlysisImplementation
Institutionalization
MentoringMonitoringEvaluation
Cluster organization / association
Cluster organizations are entities that are managing and representing a cluster initiative.
A cluster organization does not necessarily have members, but it provides services to the cluster initiative participants.
A cluster association is a not for profit legally formed entity gathering businesses and other stakeholders involved in cluster initiatives
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Some reference to cluster “basics”
Help cluster firms to upgrade their strategies
Different strategic options at company levelIniciatives according to strategyHorizontal cooperation activitiesamong companiesStrategic change at company level………
Improve cluster business environment
Improve support and related industriesImprove factor conditions: training,
technological transfer, etc.Reinforce sophisticated demand:
public procurementAd hoc trainingAdapt and reinforce horizontal policy:
innovation, internationalization, quality, etc.……..
Areas for improving competitiveness of clusters
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Index
1. Some reference to cluster “basics”
2. Innovating in cluster policies
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Innovating in cluster policy
“Cluster policies can be defined as specific governmental efforts to support clusters”
EC Staff Working Document, SEC(2008) 2637
***
Policies directed at creating, mobilizing or strengthening a particular cluster
Microeconomics policies directed to improve business environment
Adapted from Oxford Research, (2008) Cluster Policy in Europe, Brussels.
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Innovating in cluster policy
National cluster policies
EU policy framework for clusters
Regional cluster policies
Local and city levelcluster initiatives
Different levels of cluster policy application
Other projects and schemes:‐ Transnational level‐ Multilateral, etc.
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Innovating in cluster policy
Some data on cluster in Europe
Over 2.000 regional clusters
38% of European jobs concentrated in clusters
Approximately 1.400 cluster organizations (*)
130 funding schemes specifically dedicated to clusters en 31 countries
Sources: EC, ProinnoEurope, The concept of clusters and cluster policies and their role for competitiveness and innovation: main statistical results and lesson learned, 2008,
(*) European Cluster Observatory, 2011..
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Innovating in cluster policy
Why it is necessary to innovate in cluster policy?
‐ Because the way of competing and the market are continuously evolving and they need appropriate policies
‐ Because different types of competitiveness reinforcement initiatives requires different supporting policies and actions
‐ Because cluster initiatives have a very high learning by doing component
‐ Because cluster are not “islands” and are influenced by what is happening in the world (think globally, act locally)
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Innovating in cluster policy
Areas of potential innovation in cluster policy
Innovating in scooping and shaping competitiveness reinforcement initiatives at cluster level
– Industry center initiatives Vs. market / concept grouping– Geographically concentrated Vs. territorial diffused– Industry centered Vs. Cross‐sectoral
Innovating in working with clusters (internal organization)
Innovating in methodology
Innovating in cluster management and governance
Innovating in the way of funding cluster initiatives ………..
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Index
1. Some reference to cluster “basics”
2. Innovating in cluster policies
3. The case of Catalonia
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The case of Catalonia
Why the case of Catalonia is be interesting?
‐ For its long‐haul: almost two decades of experience
‐ Because it is based on an original methodology
‐ Because it is a learning by doing experience
THE MICROCLUSTER APPROACH AS THE UNIT OF REFERENCE FOR COMPETITIVENESS REINFORCEMENT INITIATIVES
1993 ‐ 2004I phase
2009 onwardIII phase
2004 ‐ 2009II phase
CONSOLIDATION,INTERNAL SKILL DEVELOPMENT, PROJECT DIVERSIFICATION
EVOLUTION OF CLUSTER CONCEPT,INSTITUTIONALIZATION, PROFESIONALIZATION AND FUNDING
‐ Because it is well documented…
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THE MICROCLUSTER APPROACH AS THE UNIT OF REFERENCE FOR COMPETITIVENESS REINFORCEMENT INITIATIVES
1993 ‐ 2004I phase
EVOLUCIÓN DE LES POLÍTICAS DE CLUSTERS EN CATALUÑAKEY MILESTONES IN CATALAN CLUSTER POLICY
The case of Catalonia
Michael, E. Porter, On Competition, 1998
Innovating in cluster conception and use
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THE MICROCLUSTER APPROACH AS THE UNIT OF REFERENCE FOR COMPETITIVENESS REINFORCEMENT INITIATIVES
1993 ‐ 2004I phase
EVOLUCIÓN DE LES POLÍTICAS DE CLUSTERS EN CATALUÑA
2004 ‐ 2009II phase
CONSOLIDATION,INTERNAL SKILL DEVELOPMENT, PROJECT DIVERSIFICATION
KEY MILESTONES IN CATALAN CLUSTER POLICY
The case of Catalonia
Creation of an internal cluster unit to retain talent and knowledge
Develop cluster‐specific instrumentsto facilitate strategic change
Design of different cluster reinforcement initiatives to work with different groups of companies (clusters or similar)
Innovating in internal organizationand cluster initiatives design
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Competitiveness reinforcement initiative of a group of companies group by alternative criteria (ex. market, concept, etc.)
VariableWell‐beingKid‐related products
Other competitiveness reinforcement initiatives
Screening of main economic activities and existing clusters to define cluster‐based initiatives
City or countyRipolles county development planOsona innovation plan
Local competitiveness reinforcement
Identify potential and incipient clusters and fostering their development
VariableOptics and photonicsPhotovoltaic
Incipient and emerging clusters ..
Identify emerging winning strategies inside a cluster or sector and prepare a “taylor‐made” and innovative support scheme
Variable Transformation of textile industry: branding and retailGrowing strategies in food industry
Strategy‐focused clusters
Cluster competitiveness reinforcement by promoting strategic change and horizontal cooperation initiatives
One or more counties
Sanitary taps BaixLlobregatCork industry in Costa Brava
Local cluster competitiveness reinforcement initiatives
ObjectivesScopeExampleType of project
Source: OPI, 2009
The case of Catalonia
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THE MICROCLUSTER APPROACH AS THE UNIT OF REFERENCE FOR COMPETITIVENESS REINFORCEMENT INITIATIVES
1993 ‐ 2004I phase
EVOLUCIÓN DE LES POLÍTICAS DE CLUSTERS EN CATALUÑA
2009 onwardIII phase
2004 ‐ 2009II phase
CONSOLIDATION,INTERNAL SKILL DEVELOPMENT, PROJECT DIVERSIFICATION
EVOLUTION OF CLUSTER CONCEPT, INSTITUTIONALIZATION, PROFESIONALIZATION ANDFUNDING
KEY MILESTONES IN CATALAN CLUSTER POLICY
The case of Catalonia
Innovating in cluster scooping and Governance
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Big Distr.Chains
HORECA
Leading
Brands
Retail
Brand
Distribution service
Foodservice
Retailspecialist
+ Brand
‐ Brand
Gourmet
Trad. retail
Retail specialist
Organic
food
New
Channels
FunctionalFood
The case of Catalonia
From traditional statistically‐definedcluster initiatives to strategy‐centere ones
Food‐sector clusters
Meat processingWine and cavaOlive‐oil…Farm machineryFishing
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INDUSTRY – OWN PRODUCT COMPANIES
FOOD(food, children specific products‐breakfast, snack..‐ confectionery, sweets...)
SALES BIG DISTRIBUTIONCHANNEL
HYGIENE, COSMETICS, HEALTH(Cologne, soap, nappies, creams, medicines...)
FASHION AND ACCESSORIES(Clother, shoes, accessories for children...)
HABITAT(decor, children’s furniture, home textile...)
CHILDCARE ITEMS (prams, child car seats...)
LEISURE AND ENTRETEINMENT (toys, audiovisual products, books...)
SCHOOL EQUIPMENT(stationery,textbooks...)
Retailers
Child
specialist
Independent
Retailers
Childspecialist
IMAGE OWNER
S‐LICE
NSES
LICE
NSES STAKEHOLD
ERS
Independent Retailers
DISTR
IBUTION
School Distribution
Pharmacy
MARKET
ORGANISED EDUCATION SERVICES
ORGANISED LEISURE SERVICES
Kids related activities value chain in Catalonia
The case of Catalonia
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Selected competitiveness reinforcement initiatives at cluster and sectoral level(2005 – 2010)
Moulds and DiesMotorcyclesMedical devicesGraphic Arts in BarcelonèsTaps and valves Baix LlobregatOptics and PhotonicsFashion IndustryLightning industryGourmet FoodFood ServiceMaritime industryTechnical FabricsRenewable energies: photovoltaics and wind powerChildren‐related productsWell‐being clusterSports equipmentGreen vehicle (in progres)
Farm Machinery in Lleida
Leather Tanning in OsonaFireplaces in Centelles
Knitwear in Anoia
Textile in Bages
Household Furniture in la Sénia
Household Furniture in la GarrigaTextile in Maresme
Cork Industry in Costa Brava
Metal‐mechanical in Ripollès
•Cluster competitive reinforcement initiatives•Strategy centered reinforcement projects•Emerging Clusters •Local Development and Innovation Plans•Other projects
Wine and cava
Manresa Innovation plan
Delta of Llobregat IP
La Selva IP
Osona IP
The case of Catalonia
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Source: OPI
FASHION AND DESIGN
MOBILITY
HABITAT
ENERGY AND CLEANTECH
HEALTH AND WELLBEING
CHEMICAL
CONTENTAND CREATIVE INDUSTRIES
FOOD
ICT
MACHINERY
Main features of “new generation” cluster initiatives:
‐ Bigger market dimension
‐ Cluster initiatives defined by strategy rather than by industry / technology
‐ “Cross‐industry” focus
‐ Transnational dimension
‐ Private leadership in the medium‐long term
‐ Professionalized management
‐ Flexible concept of cluster seen mainly as a tool for designingand implementing competitiveness reinforcement initiatives
‐ Temporary limited and decreasing co‐funding
The case of Catalonia
ILLUSTRATIVE
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CONCEPTION
MicroclusterTerritorial clustersBusiness centered
IMPLEMENTATION
No dedicated toolsNo dedicated personnel
GOVERNANCE
Existing bodiesGovernment only as catalyst
CONCEPTION
Diversification of projects:cross‐sectoral, definition by marketor strategy Efficient critical mass
IMPLEMENTATION
Cluster specific toolsInternal skills building
GOVERNANCE
New organizations at cluster levelGovernment with a more proactive role
SUMMARY OF MAIN CHANGES IN CLUSTER POLICIES IN THE LAST YEARS
The case of Catalonia
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Index
1. Some reference to cluster “basics”
2. Innovating in cluster policies
3. The case of Catalonia
4. Conclusions
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Conclusions
How do innovation in cluster policy could arise?
‐ Internal learning by doing
‐ External inputs and guidance from other cluster practitioners experience and especially from TCI Network
‐ Deep knowledge of local economic fabric and “smart observation” of market trends
Lessons learned
‐ The cluster is the tool not the goal
‐ Competitiveness (the goal) is a moving target that requires constant adaptation of policies
‐ It is not the ingredients, but the recipe.. (Prof. AnnaLee Saxenian)
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if properly managed!
Cluster are not about creating associations or funding schemes……….
clusters are a spontaneous socio‐economic phenomenon which can be helpful to reinforce
regional competitiveness ….
Conclusions
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For more information or for request a copy of Cluster and competitiveness: the case of Catalonia (1993‐2010),please contact me at: