innovation networks as vehicles for change and …cluster excellence denmark & tci board of...

SLIDE NR. 1 www.clusterexcellencedenmark.dk

INNOVATION NETWORKS AS VEHICLES FOR CHANGE AND

DEVELOPMENT

-

HOW TO SUPPORT CROSS SECTORAL AND REGIONAL

COLLABORATION?

MERETE DANIEL NIELSEN

DIRECTOR

CLUSTER EXCELLENCE DENMARK

&

TCI BOARD OF DIRECTORS


▪ Growing focus on clusters, cluster policy and cluster strategies over the last 20 years.

▪ More than a decade of documenting performance of clusters

▪ Leading in Europe in terms of gold (14) and silver label (8) clusters – big part of the professionalization

▪ Not always so popular to talk about clusters. Innovation networks was invented as a program… but that something different…

▪ Clusters are seems as integrated part of an innovation infrastructure – and not stop-go projects for funding clusters.

▪ Way better collaboration between clusters and the rest of the innovation and business system.

▪ More focus on cross-cluster collaboration, professionalization and internationalisation of clusters.

▪ Focus now - on consolidation and simplification for clusters –clearer governance and better cross-cluster collaboration.

SOME KEY LEARNING POINTS FROM DENMARK


A LOT OF POLITICAL STAKEHOLDERS


Policy development for clusters: • From smaller, thematic focused local and regional

clusters – perhaps around 183 clusters and networks in Denmark….

• From smaller projects with very little cross-regional, little cross-sectorial and little international collaboration

• Two approaches – the national innovation network program and regional funding (but normally they are the bigger clusters…)

• Key challenges: • Little coordination• Little insights into the cluster landscape • Little awareness of the international setting

around clusters• Little professionalisation of cluster initiatives

and organisations.

• SO LETS (TRY) AND WORK TOGETHER

THE DANISH CLUSTER JOURNEY


• National cluster and network strategy in 2013: • Aims:

o Coordination of cluster policy: Six ministries, five regions, municipalities + a many others.

o Excellent cluster organizationso Strong international collaboration

• Establishment of Cluster Forum for the cluster and network policy in Denmark – meeting 2-4 per years with the aim of creating better coordination

• Status:• Establishment of Cluster Excellence Denmark

2013. • Mapping of cluster organisations - Cluster

Catalogue • A lot of combined actions on

internationalisation and consolidation of clusters

TWO NATIONAL CLUSTER STRATEGIES


HOW TO DEFINE CLUSTERS?

- OR CLUSTER INITIATIVES OR ORGANISATIONS

• Cluster aim to build knowledge bridges between companies and knowledge institution and to create innovation and growth within a group of companies with shared interests

• Triple helix organisation, i.e. both companies, knowledge institutions and public partners/ civil society take an active part

• Formally established organisation of the cluster and its activities with at least one fulltime equivalent and have the resources to offer services and activities to the members. The aim is a long-term, sustainable effort.

• Minimum of 20 committed participants from private companies

• Clusters must have a valid label; Bronze, Silver or Gold (or be in process) of the ECEI - European Cluster Excellence Initiative


THE LEADING DANISH CLUSTERS

14

8

19

ENERGY

CONSTRUCTION

ENVIRONMENT

FOOD

ICT

CREATIVE ECONOMY

PRODUCTION, MATERIALS AND

DESIGN

HEALTH/MEDICO

TRANSPORT


8

THE ECONOMIC VALUE OF PARTICIPATING IN CLUSTERS –SEARCHING FOR THE VALUE OF CLUSTERS

Companies active in clusters are:

▪Four times more likely to innovate compared to similar companies, who are not involved in cluster activities.

▪Obtain productivity growth which is 3,6 pct. higher other similar companies not involved in cluster activities.

▪Normally only 5-6 pct. of SMEs are active international. By participating in clusters 14 pct. of SMEs have international activities.


16.545 COMPANIES

PARTICIPATED IN ACTIVITIES IN THE DANISH CLUSTERS

I 2016 SAMARBEJDEDE HVER AF DE 42 KLYNGER OG INNOVATIONSNETVÆRK I GENNEMSNIT MED:

24 FORSKELLIGE VIDENINSTITUTIONER

38 FORSKELLIGE OFFENTLIGE AKTØRER.

IN 2017 EACH OF THE CLUSTERS COLLABORATED WITH

29 DIFFERENT KNOWLEDGE INSTITUTIONS

40 DIFFERENT PUBLIC ENTITIES

Public entities

Knowledge institution

Companies

Cluster

ANNUAL TURNOVER IN THE CLUSTERS - 52 EUR MIO:

1/3 FROM THE STATE, 1/3 FROM REGIONS/MUNICIPALITIES AND 16 PCT. FROM COMPANIES (AND

SOME EU FUNDING)

The annual Performance Account 2018

• Over 5.800 companies got new competences improving innovation.

• Over 4.600 companies developed new ideas leading to new products, processes and services

• Over 2.800 participated in collaboration projects

• Almost 2.400 companies developed new products and services


CLUSTERS AS NEUTRAL PLATFORMS FOR COLLABORATION

Clusters are…

• Bridge builders between research and business

• Facilitating innovation

• Connecting to other actors in the innovation system

• Turning policies into action

• Animating international collaboration


RELATIONS BETWEEN THE DANISH CLUSTERS


SYLAB = CROSS-CLUSTER INNOVATION

▪Bringing back clothing production to Denmark

▪Cross-cluster collaboration between Lifestyle & Design Cluster and RoboCluster

▪Connecting robot technology with designers and creative entrepreneurs

▪Today hosting around 80 entrepreneurs.


COLLABORATION BETWEEN THE FOOD CLUSTER AND OTHER CLUSTERS IN DENMARK

Innovative products to the global consumer

Food security 2.0

Food for a healtier life

Effective and agile foodproduction

Quicker and safer to marked by use of Big Data

Sustanaibledelivery of high qualityfood


RANGE OF APPROACHES TO USING CLUSTERS ON THE LOCAL, REGIONAL AND NATIONAL LEVEL


FROM LOCAL TO INTERNATIONAL CLUSTERS

Local/county based clusters

Denmark has a lot of new smaller local and county based clusters. Some stay local, while others has a really big development potential

Regional clusters

Regional based clusters often builds on regional strongholds (or the wish to develop such). Normally a lot of regional funding. All five regions works with clusters. Approach quite different.

National clusters

The national clusters covers more national strongholds and has national funding. They might have started locally or regionally, but has over time developed perhaps with offices around the country..

International clusters

Most of the mature clusters are very active internationally. Some has offices aboard. While others collaborate with or are drivers of international networks with other clusters. Almost all gold clusters has a strong international profile.


TRYING TO MAKE THE NATIONAL INNOVATION NETWORK AND THE CLUSTERS WORK TOGETHER

Innovation network

Internationa-lisation


THE SIX MODELS FOR CLUSTERS IN DENMARK

Innovation networks – three different types: • Model 1: Innovation network hosted at university• Model 2: Innovation network hosted at other knowlegde partner• Model 3: Innovation network created by other clusters/networks

Clusters – three different types: • Model 4: Collaboration model• Model 5: Regional cluster• Model 6: Local/specialised cluster


BUT MANY CHANGES AHEAD! REGIONAL DEVELOPMENT WILL BE CENTRALISED…

Very nice performance for clusters: Clusters has the biggest

participation of

companies compared to resources spend

Total spendingon business support and

innovation per year in DK

–6.3 mill EUR


SOME RECOMMENDATIONS OR LEARNINGS

▪If you want clusters to act as vehicles for change and development – put this in your cluster program as a requirement.

▪If in doubt what change is – ask the cluster managers – they should know and help you to develop and implement your strategy

▪Work with long term funding – at least four years. And be prepared to stop if it doesn’t work (and that really difficult)

▪Short term funding can be a good idea to test something – Innovation Express for internationalisation (also kick started a lot of cross sectorial collaboration). Or for seeing projects on cross-sectorial collaboration.

▪Measure and evaluate… Measure and evaluate… Measure and evaluate

▪Failure will happen – just learn from it.


Merete Daniel Nielsen

[email protected]

Twitter: @meretnielsen

www.clusterexcellencedenmark.dk

mailto:[email protected]

innovation networks as vehicles for change and …cluster excellence denmark & tci board of...

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