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Creating ICT Clusters of Innovative Small Businesses
August 30, 2004 Keio UniversityShonan - Fujisawa
Prof.Daniel Rouach
daniel@rouach.net
Creating ICT Clusters
Success Factors
Creating ClustersCreating Clusters
Regional Strategies to Create Technology Clusters
Prof Daniel Rouach,
ESCP-EAP Paris
European School of Management
Strategies to Create ClustersCreate Clusters
3. Grenoble France
2. Type of Clusters &Key Ingredients
1. Forces Behind Cluster
Formation
Creating Regional Wealth in the Innovation Economy
Jeff Saperstein and Daniel Rouachsapermktg@earthlink.net and drouach@escp-eap.net
Models, Perspectives, and Best Practices
Building Regional Centers of Entrepreneurship – and Sustaining
them.
Financial Times – Prentice Hall
Pearson Education - 2002
Regions Selected « Gold Medalists »
Sophia AntipolisGrenobleTaiwan
Ireland,Israel,India
Silicon Valley
Munich
Cambridge
Strategies to Create ClustersCreate Clusters
1. Forces Behind Cluster
Formation
Five Forces behind Five Forces behind Cluster FormationCluster Formation
Clusters
2. Leading Companies
5. CompetitiveIntelligence &Networking
1. Universities
3. Venture Capital
3. EntrepreneursSpirit
4. Active GovernmentSupport
CCluster Formation luster Formation Definition Michael PorterDefinition Michael Porter
“Clusters are Concentrations of Highly Specialized Skills and Knowledge, Institutions, Rivals, Related Businesses, and Sophisticated Customers in a Particular Nation or Region.”
Proximity,Special Proximity,Special relationships Michael relationships Michael
PorterPorter “Proximity in Geographic, Cultural and
Institutional Terms allows Special Access, Special Relationships, Better Information, Powerful Incentives, and other Advantages in Productivity and Productivity Growth that are difficult to tap from a distance.”
As a result in a Cluster, the Whole As a result in a Cluster, the Whole is Greater than the Sum of the Partsis Greater than the Sum of the Parts
Elements of CElements of Clusterslusters Why do clusters work?
• Better access to employees.
• Better access to suppliers.
• Better access to specialized information.
• Access to public goods (universities).
• Location is self-reinforcing – increasing returns.
Elements of ClustersElements of Clusters Distance matters!
• Collaboration over distance is hard… particularly for innovative activities
• Distance slows work
• Distance leads to breakdowns
• Distance keeps you far from the customer
Elements of ClustersElements of ClustersWhy do clusters work?
• Workers cultivate social & professional affiliations within the cluster– friends and acquaintances – human linkages.
• Clusters have most sophisticated buyers, so firms have best view on the market.
• Site location – outside firms set up next to like firms. “The buzz.”
• Peer pressure
Elements of ClusterElements of Cluster
• Geographical Proximity
• Critical Mass of firms
• Complementary firms
• Replacement of Vertical Integration by Specialized Suppliers
“Clusters are a Driving Force in increasing exports
and are Magnets for attracting Foreign Investment”
Michael Porter . Feb 2000 Economic development Quartely Vol 14 p.15
“Clusters are a Driving Force in increasing exports
and are Magnets for attracting Foreign Investment”
Michael Porter . Feb 2000 Economic development Quartely Vol 14 p.15
CClusters are Magnetslusters are Magnets
Where is the RIGHT place
to BE ?
Intellectual Capital of Regions
.
Strategies to Create ClustersCreate Clusters
2. Type of Clusters &Key Ingredients
“”
Wired’s 1st Tier Clusters
Cambridge, England
Seattle
Stockholm Helsinki, Finland
London
Dublin, Ireland
Israel
Bangalore, India
Taipei, Taiwan
Boston, MA
New York City
Montreal
AustinTX
Albuquerque
San Francisco
Silicon Valley
Wired’s 2nd Tier Clusters
“”
Los Angeles
Sao Paulo
Raleigh-Durham, NC
Virginia
Chicago
Tokyo
Hsinchu, Taiwan
Hong Kong
Queensland
Melbourne
Oulu, Finland
Thames Valley, England
Kyoto, Japan
Baden-Württemberg,
Germany
Malmo, Sweden
Paris
Flanders, Belgium
Bavaria, Germany
Wired’s 3rd Tier Clusters
“”
Salt Lake City, UT
Glasgow-Edinburgh, Scotland
Gauteng, South Africa
Campinas, Brazil
Santa Fe, NM
Kuala Lumpur, Malaysia
Singapore
Inchon, South Korea
Saxony, Germany
Sophia Antipolis,
France
El Gazala, Tunisia
Trondheim, Norway
Wired’s Clusters
“”
Cambridge, England
Seattle
Stockholm
Helsinki, Finland
London
Dublin, Ireland
Israel
Bangalore, India
Taipei, Taiwan
Boston, MA
New York City
Montreal
AustinTX
Albuquerque
San Francisco
Silicon Valley
Los Angeles
Sao Paulo
Raleigh-Durham, NC
Virginia
Chicago
Tokyo
Hsinchu, Taiwan
Hong Kong
Queensland
Oulu, Finland
Thames Valley, England
Kyoto, Japan
Baden-Württemberg,
Germany
Malmo, Sweden
Paris
Flanders, Belgium
Bavaria, Germany
Melbourne
Glasgow-Edinburgh, Scotland
Gauteng, South Africa
Campinas, Brazil
Santa Fe, NM Kuala Lumpur,
Malaysia
Singapore
Saxony, Germany
Sophia Antipolis,
France
El Gazala, Tunisia
Trondheim, Norway
Salt Lake City, UT
Red = First Tier
Orange = Second Tier
White = Third Tier
Type of Clusters Type of Clusters Silicon Valley or Death Silicon Valley or Death
ValleyValley• Baby Cluster : Atlas valley
• Babel Cluster : Sophia Antipolis• Island Cluster : Wadi Valley (Israël)
• Magnet Cluster : Silicon Valley
• Network Cluster : Bangalore
Success FactorsSuccess Factors Creating or Destroying Value ?
Ingredients For Success
• # 1 Cross Fertilisation
• # 2 Cooperation /Competition
• # 3 A Leader
• # 4 Leading Firm + Start-ups
• # 5 Incubation Spirit
Success factorsSuccess factors Ingredients for Success
# 6 . Networking Culture# 7 . Magic Atmosphere# 8 . No Not Invented Here Syndrome# 9 . Knowledge Transfer# 10. Diasporas Culture
Success factorsSuccess factors Ingredients for Success
# 11 . Education Investment# 12. Risk & Chutzpah !# 13. Branding# 14. Competitive Intelligence# 15. Venture Capital
The Magnet ClusterThe Magnet Cluster Silicon Valley Ethos
• "Can do" Attitude with Contagious Enthusiasm for Collaborative Projects
• Emphasis on Teamwork, Openness and Egalitarianism• Encouragement for Risk-Taking, Innovation, and
Tolerance for Failure that is based on Learning so Best Practices can be Discovered and Applied in Future Projects
• A focus on Productivity and Practical Goal Setting • The ability to be Intellectually Agile, while working on
projects that have tight, ambitious timetables for completion
The Magnet ClusterThe Magnet Cluster Silicon Valley Ecocluster
• Regional Network-Based Industrial System : Proximity of All Professions and Skills needed for technology based businesses.
• Social Networks and Open Labor Markets that encourage Experimentation and Entrepreneurs
• Informal Communication and Collaborative Practices
• Abundant Venture Capital
The Magnet ClusterThe Magnet ClusterSilicon Valley Ecocluster
• Educational Institutions and Technology Parks as Incubator Hubs and a Skilled Workforce Generator
• Government at Federal, State and Local Level facilitating the Speed for Investment and Quick Problem-Solving
The Magnet ClusterThe Magnet Cluster Silicon Valley Ethos
• Individual Freedom and Self-Discipline are Integrated • People are Respected for their Knowledge and
Contribution to the Team, not their Job Title • Knowledge must be translated into Action with a
potentially positive outcome
Strategies to Create ClustersCreate Clusters
3. Grenoble France
Example Grenoble - France
•A high-tech hub: Digital, IT, micro & nanotechnologies
•Mission: No 1 in Europe for micro & nanotechnologies
•Influence by local environment and tradition
•Entrepreneurial spirit: spin-offs, self-sufficiency
Grenoble
History of hydroelectric power & atomic energy Isolated environment but market exists A pioneering and self-sufficient spirit.
4 renowned universities including the INPG“Communication exchange” between Universities, Research Laboratories &
Industry
20 years history of spin-offs, entrepreneurship
Centre d’ Energie Atomique (CEA): key playerLocal hero: Louis NEEL
Technology Transfer between research and industry
“Micro & Nano-Technology House” Aim: no. 1 in Europe for Micro & Nano
Technology
Informal network
Local Culture
Spin-off creation
Future Strategy
Challenges and problems for Grenoble“to stay competitive and to attract multinationals”
•Regional Infrastructure factors: no TGV from Lyon, isolation.Competition: Lyon & Sophia-Antipolis are in the same region.
•National Brittany, Lorraine, Paris and Sophia-Antipolis are national competitors for high-tech development.
•International Grenoble is not a major European city. In competition with Munich, Dublin, Barcelona and Stockholm.
Role of Government in Grenoble
Regional and local governments
Intellectual capital
1900+ 1950s 1970s 2000+
Research and atomic energy
Microelectronics and high-tech
Micro & Nano technology
Hydro-electric power
National Government
Scienceparks
CEA Decentral-ization 1982
Spin-offs
Incubators
Government
Isolation
pioneering spirit
self-sufficiency
Physical E
nvironment
Alps, Ita
ly, Germ
any,
Switzerla
nd
Regional organisations
AEPI, CCIG
Traditional
Industry 1950s
Hydro & atomic energy
Local Hero:Louis NEEL
INPG9 engineering
schools
4 Universities2 business schools
ZIRSTSpin-offs
20 yrs
State-funded research labs
CEALeti INRIA
« Informal Network »
Industry:dynamic companies
Grenoble« spin-off slopes »
Intellectual capital
ideas
Technological know-how
entrepreurship
Inspiration
Informal business network
creativity
Pioneering spirit
ooperation
pportunity
echnology Transfernnovation
ntelligence
etworking
• Competitive intelligenceCompetitive intelligence is the art of locatinglocating, collectingcollecting, processingprocessing and storingstoring information to be made available to people at all levels of the firm with a view to shaping its future, but also protecting its present against competitive threat.
• It is legal and it respects a code of ethics.
• In other words, business intelligence is the transfer of knowledge from the environment to the organisation with respect to established rules.
Competitive Intelligence
““Skills and knowledge have Skills and knowledge have become the only source of become the only source of sustainable long-term sustainable long-term competitive advantage”competitive advantage”
Competitive Intelligence -Competitive Intelligence -
CEA DTA Competitive Intelligence
STEP 1: Build the Foundation
STEP 2: Analyze the Data
STEP 3: Drive DecisionsTheIntelligence
System :Security
Analysis : theArt and the Discipline
Sources :Laying the Foundations...Guidelines and Checklists
The intelligence pyramidThe intelligence pyramid
Competitive Intelligence
Active
Passive
Technicalintelligence
Technicalwatch
Marketingintelligence
Marketingwatch
Financialintelligence
Financialwatch
Productionintelligence
Productionwatch
Salesintelligence
Saleswatch
R&D Marketing Finance Production Sales
The value chain of informationThe value chain of information
The key information sources ofCompetitive Intelligence
Classifying according to information typesClassifying according to information types
The key information sources ofCompetitive Intelligence
COLD INFORMATION
20 %20 %HOT SECRET
80 %80 %
WhiteInformation
GreyInformation
BlackInformation
Industrialespionage
Grey Information Black InformationCompetitiveCompetitiveIntelligenceIntelligence
The key information sources ofCompetitive Intelligence
Sources
Fortuitous sourcesFortuitous sources• Train, plane, « the street »• Stagiaires...
Partner groupsPartner groups• Subconctractors• Suppliers• Clients• Competitors• Professional Groups• Financial partners
New NetworksNew Networks• Internet• Compuserve
Personal NetworksPersonal Networks• Clubs• Colleagues• Confrères
Information Information providersproviders• Press• Booksellers• Libraries• Internet servers, brokers• Data bases• Information Centers
EventsEvents• Colloquium• Fairs• Business trips
Consultants and expertsConsultants and experts• Ingineering Schools• Universities• Experts• Technical Centers• Consultants
InstitutionsInstitutions• Administrations• International organisations • Associations• Research Centers• Institutes and foundations• Universities
Conclusion : Why do clusters work?
• Network effects!– Direct effects: firm-to-firm learning– Indirect effects: When key inputs are in
abundant supply
Conclusion : Cluster results
• Each firm is more productive
• Each firm is more innovative
• Formation of new businesses is higher
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