tci 2014 cluster ecosystem analysis
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Cluster Ecosystem Analysis Case: Emerging Design Cluster in Southern Denmark Lotte Langkilde Cluster Labs
11 November 2014
Clusterlab: Ecosystem analysis : Case: Emerging Design cluster in Southern Denmark
Lo8e Langkilde and Thit Madsen University of Southern and D2I
TCI Monterrey, Mexico
OUTLINE
• Short introduc:on
• Cluster Ecosystem Analysis: – Model and Analysis
• Cluster Ecosystem Analysis in ac:on (D2)
How do you work with strategy development? (5 min discussion)
ABOUT REG X : Danish Cluster Academy: • Jan 2010 -‐ July 2014: at University of Southern Denmark
Mission: – Increase the competences of people working with clusters (policy makers and cluster managers)
– Put clusters on the naHonal agenda
Focus areas in our work: – Clusters, regional development and open innovaHon
REG X TRAINHIGH LEVEL POLICY MAKERS
CLUSTER MANAGERS
ANALYSECLUSTERS
UNDERSTANDCLUSTERS
COLLABORATECLUSTERS
GROW REGIONAL ECONOMY
ECOSYSTEM ANALYSIS
• A model for cluster development – Analysis – Strategic direcHon – ImplementaHon
ECOSYSTEM ANALYSIS Welfare Tech
Design and creaHve industries
Danish food cluster
CLEAN (Energy efficiency)
Offshore
THE MODEL
www.clusterecosystems.com
THE METHOD
STANDARD APPROACH
1. IdenHfy actors in the ecosystem 2. Develop a quesHonnaire (one-‐2-‐one /
electronically ) 3. Interview 40+ actors about their role, expectaHons
and collaboraHons in the cluster 4. IdenHfying strengths and challenges in the
ecosystem 5. Develop recommendaHons for the future
development of the clusters ecosystem 6. Pull all the informaHon together in a preliminary
report/document
www.clusterecosystems.com
……….BUT
THE METHOD
….THESE STEPS ARE WHAT MAKES THE
DIFFERENCE! 1. IniHate a dialogue between the ecosystem actors early in the process and
discuss findings from the analysis as the results develop 2. Conduct a number of dialogue workshops/meeHngs and highlight the
strengths and challenges in the ecosystem, and get a joint understanding among key ecosystem actors of the “state-‐of-‐the-‐cluster-‐ecosystem”
3. IdenHfy in collaboraHon with the ecosystem actors, ways to solve the unique ecosystem issues (eg. CollaboraHon between entrepreneurs and large enterprises)
4. Support a conHnued implementaHon of the recommendaHons from your work
www.clusterecosystems.com
CASE: DESIGN2INNOVATE
• BACKGROUND – Emerging design cluster in region of Southern Denmark
– Markets: B2B, B2C, B2P – “knowledge cluster”
• Kolding School of Design & University of Southern Denmark
– Different cluster support iniHaHves by regional and naHonal government (entrepreneurship, strategic design, research..)
– CompeHng iniHaHves in the region
Picture here….
40+ INTERVIEWS
!!!"#$%&'()(#*&+&'(,&"#*,
SOME OF OUR FINDINGS STRENGTHS • Strong knowledge base in the region • New companies emerging • Design companies collaborate with other design companies on solving joint
assignments (network-‐based growth) • Regional and local focus on Design: Policy / Design City / CEO of Design
CHALLENGES • DefiniHon of design! What are we talking about? Design as a tool or as a service/
product? Who is in? Who is not? • Sporadic collaboraHon between ecosystem actors (entrepreneurs, large
companies, uniersity, Kolding School of Design) • No obvious flagskip company (Lego= Toys for kids)
RECOMMENDATIONS 1. Strenghten collabora:on between actors in the ecosystem
– Develop a joint strategy for the direcHon of the cluster – Establish a neutral cluster organisa:on to facilitate collaboraHon between actors in the system
– Promote collabora:on with other clusters in the region (design as an innovaHon driver in eg. food, clean tech and offshore energy.)
RECOMMENDATIONS
2. “Push” the use of design thinking into regional businesses as a innova:on driver 1. Collect info from other countries and carry out peer-‐
reviews 2. Develop a “Design exchange” where companies and
designers meet 3. Set up design consulta:on teams: Mix local designers
with high-‐brand design houses => easier access to local companies and build up new competencies and new networks
FINDINGS 3. Strenghten the role of entrepreneurs in the cluster
– Make sure the designers are visible – eg an annual presHgious award
– Increase business skills among designers (business plan, pitch, “read your customers expectaHons”, capital needs, current industry needs)
FINDINGS
4. Strenghten the role of the knowledge-‐ins:tu:ons and promote collabora:on between the ins:tu:ons 4. More focus on interna:onal visibility and int.
collabora:on 5. Strenghten the role of the students in the cluster and
collaborate om matchmaking students and regional companies (few jobs and students leave the region)
FINDINGS
5. Strategic design as a tool for solving global challenges – Collect info from global strategic-‐designhubs and idenHfy future partners
– Develop / test 1-‐2 pilots in collaboraHon with other clusters – and use design as the tool in the innovaHon process
SUM UP • Clusters in regional development
– Ecosystem analysis => recommendaHons to development of the regional clusters
– Discussions with network-‐ / cluster organisaHons – New strategic direcHons for the cluster – Bu8om-‐up process – New opportuniHes for cross-‐cluster collaboraHon (design as an innovaHon driver in energy, offshore and food..)
Want to know more…? – www.clusterecosystems.dk and www.regx.dk
Cluster Lab"""
Cluster Eco System Analysis""
Thit Juul Madsen, head of secretariat, D2i"#tci2014, Monterrey "
D2i – The Danish Design Cluster"
The Region of Southern Denmark"
Regional smart specialisation"
Welfare TechHealth- and Social Innovation""www.welfaretech.dk"
D2i - Design to innovate Design-Driven Innovation""www.d2i.dk"
CLEAN Sustainable energy""www.offshoreenergy.dk"
Offshoreenergy.dk Oil & Gas and Renewables""www.offshoreenergy.dk"
The value of design"
Design Management Institute 2013"
Design-Driven Companies outperfom S&P by 228% over a 10 year period according to the DMI Design Value Index"
0,0"
4,0"
8,0"
12,0"
16,0"
2006" 2007" 2008" 2009" 2010"
No design use"Strategic
Profitability"
A Swedish study of 300 companies over a 8 year period, shows up to 50% better profits for companies that use design."
Teknikföretagen 2011"
The Design Council Design Index shows the design aware companies has out-performed the FTSE 100 by more than 200% over the past decade."
Design Council
2007"
Erhvervs- og Byggestyrelsen 2008"
There is a 22% difference in value between companies using design as an integral part of innovation and development processes, and companies that only use design as styling and finish."
A Design"
To Design"
Strategic Design"
Strategic"Design"
Surrounding"World"
Resources" Strategy"Irrelevant"
Unfocused" Unrealistic"
Why in Southern Denmark?"Investors""
Businesses"Large & SMEʼs"
Innovation & "design consultancies"
Kolding School "of Design"
"University of "Southern Denmark"
Organizations"Regional authorities"
The partners behind D2i"
/ LEGO Group"/ Bjert Invest"/ Dong Energy"
/ Design School Kolding"/ University of Southern Denmark"
/ The Region of Southern Denmark"
D2i"
/ As a design cluster A formation of large and smaller companiesUniversity, business and trade schools and world class design school"
/ An innovation programme A large scale innovation programme embedding design capabilities"
The services D2i offer"
/ Design Updates"/ Design training programmes "/ Design workshops and seminars"/ Design consultations"/ Design Camps"/ Methods, tools and models"/ Research papers and reports" "
D2i - New Knowledge"
GUIDE /
Side 2
–
Til højre /Designkapacitetsmodellen
DESIGN CAPACITY MODEL– WHY?
The Design Capacity Model is developed in the D2i – Design to innovate project by Professor Poul Rind Christensen and Post Docs Susanne Jensen, Marianne Storgaard, Pia Storvang and Kiki Mikkelsen from the Uni-versity of Southern Denmark. The model is developed to help paint a picture of the use of design in companies. The model serves to give a systematic - but not complete - overview of a company’s potential for strengthening its innovative and competitive performance through design initiatives.
The strength of the Design Capacity Model is that it involves several dimensions to describe the design practice of the com-panies. In consequence there may be several ways to improve the design potential of the company. Thereby the model incorporates a dynamic perspective which means that the companies may work towards a desired level for their design practice.
PURPOSE & APPLICATION
The Design Capacity Model is based on 5 dimensions which measure how prepared the company is to bring design into play to supportdevelopment and growth of the company.
Additionally, the model includes the framework conditions the company is working under by measuring the company’s status. Together, the 5 criteria and this status form a general impression of the company’s framework con-ditions, its design management capacity and the use of design.
The Design Capacity Model cannot stand alone, but must be seen in connection with the impressions of the company that occur through interview(s), consultations or other contacts with the company. Also be aware that the choice of the contact person(s) will colour the picture.
The model has several applications. Firstly, it can be used to identify the company’s design management practice and to compare it with other companies. Secondly, it can be used as a dialogue tool, at e.g. design consultation or other development activities. Thirdly, the model can be used as basis for discussions in the company about how the company wish to improve its design capacity in the next few years. This is done through measuring of status and of wishes for the future. Furthermore, the model enables measuring the current use of design and the desired future.
1. Design awarenessWho are the design thinkers?
All employees see design as an important factor
Design is presentin specific departments
Both internaland externaldesigners
Internaldesigners/designdepartment
Externaldesignersengaged
Nodesignersemployed
Technologydriven innovation
Top management - on the strategic agenda
Supplyerdriven innovation
Design is seen as a possibility
Market (user/customer)driven innovation
No one
Design driven innovation(vision, market og technology)
5. Design capabilitiesDesign capabilitiesoriginate from?
4. Innovation driversWhat drives the
innovation processes?
3. Engagement of usersHow are users engaged?
2. The importance of design in internal processes
Design is used in?
No engagement
Not important
Product and service develop-ment, including finish and styling
Production processes
Innovation projects
Strategy andmanagement
Marketing
User surveys and user feed-back
User observationsand focus groups
Users are engaged inprocesses in the company
User communitiesand lead users
D2i © 2014
Figures /Examples of 6 different companies’ design capacity models.
D2i - New Competencies"
Connecting the dots"
The right foundation and good results"
Other clusters"/ CLEAN"/ Welfare Tech"/ OffshoreEnergy.dk
Companies"/ More than 300 SMEs (over 1.000 persons)
participating in:"/ Design introductions"/ Design Camps"/ Sustainability processes"/ Research projects
Research & Education"/ University of Southern Denmark"/ Design School Kolding / University College South / Business Academy South
Funding & Captial"/ Region of Southern Denmark Growth Forum"/ Bjert Invest
In the future also:!/ Interreg 5A"/ Horizon 2020"/ Creative Europe"/ COSME
Public"/ Region of Southern Denmark / Invest in Denmark / Danish Design and Architecture Initiative"/ Municipality of Kolding"/ Municipality of Billund
Companies Utilise Design"
54%"46%"
Companies that utilise design"
68%"
32%"
The percentage of companies in the Region of Southern Denmark that utilise design has risen from 54 per cent to 68 per cent from 2010 to 2013.
2010" 2013"
Source — The Region of Southern Denmark, 2014 "
Changing expectations"
71"
39"
57"
35"
44"
59"
31"
35"
8"
21"
0" 20" 40" 60" 80"
An increased turnover"
More employees"
Greater exports"
To make new investments"
To launch new products and services"
Companies that utilise design"
Source — The Region of Southern Denmark, 2014 "
Companies in the Region of Southern Denmark who utilise design believe themselves to perform better than companies that do not utilise design.
Percentage of companies in the Region of Southern Denmark who expect:
CASE: ISOVER"
Insulation materials"Used strategic design to: "/ Move from product sales to
project sales"/ Create new revenue streams on
services and consulting"/ Move up the value chain"
"
ISOVER"Headquarter" Vamdrup"
Established" 1935"
Emloyees" 205"
Turnover (2012)" EUR 46 mio."
CASE: EASYFOOD"
Convenience foods"Used strategic design to:"/ Engage employees in product
development "/ Divide products into “collections”"/ Differentiate products on quality
and price"/ Reduced waste and increased
revenues"/ Increase local job creation "
EASYFOOD"Headquarter" Kolding"
Established" 2000"
Emloyees" 103"
Turnover (2012)" EUR 24 mio."
Whatʼs next for D2i?"
D2i is moving into a new phase – Version 2.0"
"
Developing from project to cluster organisation"
"
The role of D2i is strategic planning and coordinating with all the players in the design cluster"
"
Establishing partnerships and securing funding"
Tools to move forward"
Apply design as tool for growth""Embed design capabilities in SMEs""Connect design supply and demand""Create innovation platforms""Create at strong design environment around the design campus""Communicate the value of design""
A strategy for the future"
Internationalisation"
We are interested in international collaborations and co-operation projects""In areas where design can make a difference ""To help foster innovation and drive change"""
Curious about strategic design?"
www.D2i.dk "
Get in touch"
Thank you!"
thit@d2i.dk"www.d2i.dk"
DISCUSSION
How relevant is the model for you?
THANK YOU!
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