tci 2014 getting long term sustainable clusters through cluster incubators support
DESCRIPTION
By Antonio Ruiz Molina, presented at the 17th TCI Global Conference, Monterrey 2014.TRANSCRIPT
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Getting long term sustainable clusters through cluster incubators supportAntonio Ruiz Molina
Parallel 4.2 Topics on New Cluster Trends
12 November 2014
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GETTING LONG TERM SUSTAINABLES
CLUSTERS THROUGH CLUSTER
INCUBATORS SUPPORT
ANTONIO RUIZ MOLINA
TASOCLUSTER
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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
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“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?
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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.
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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.
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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
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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.
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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.
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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.
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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
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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
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Cluster incubator/accelerator – An example from Europe
Foundation of Upper
Austria clusters &
networksSource: Werner Pamminger, Clusterland Oberösterreich GMBH
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Services to membersSource: Werner Pamminger, Clusterland Oberösterreich GMBH
Cluster incubator/accelerator – An example from Europe
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Organizational chartSource: Werner Pamminger, Clusterland Oberösterreich GMBH
Cluster incubator/accelerator – An example from Europe
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Organizational chartSource: Werner Pamminger, Clusterland Oberösterreich GMBH
Cluster incubator/accelerator – An example from Europe
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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.
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Source: Cooperación Publico-Privada y Desarrollo Empresarial en Medellín presentation for UEE Committee, Comunidad Cluster Medellín & Antioquia
An initial governance scheme
based on key promotors and a
forum of “leader companies”
from the various clusters
Cluster incubator/accelerator – An example from Latin America
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Source: Cooperación Publico-Privada y Desarrollo Empresarial en Medellín presentation for UEE Committee, Comunidad Cluster Medellín & Antioquia
Several focus
areas for action
were defined:
Strategy
Empowerment
Innovation
Markets
Cluster incubator/accelerator – An example from Latin America
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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
Source: Cooperación Publico-Privada y Desarrollo Empresarial en Medellín presentation for UEE Committee, Comunidad Cluster Medellín & Antioquia
Cluster incubator/accelerator – An example from Latin America
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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
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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
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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
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GROWTH
Role: Knowledge
Services: Added-value services
Source of revenues: Public-private
Ressources: Internally owned
Cluster networking: Interaction
C.I. Top Down Incubation Acceleration
Cluster manager’s challenges
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Role: Project promotion & management
Services: Sophisticated services
Source of revenues: Private
Ressources: Outsourced
Cluster networking: Integration
MATURITY
C.I. Top Down Incubation Acceleration
Flying Alone
Image credit : dreamstime.com
Cluster manager’s challenges
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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
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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)
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Cluster managers: focus on core activities, which
involve the higher grade of interaction with clients
ServiceSet-Up
ServiceDelivery
OPERATION PROCCESS (POST)
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Support from specialized consultants for service
innovation
MarketSearching
ServiceDesign
INNOVATION PROCESS (ANTE)
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Cluster incubator/accelerator providing support
activities which are common to all “client” clusters
HumanResources
Tech.Challenges ProcurementInfrastructure
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www.linkedin.com/company/tasocluster
Thank you very
much for your
attention.