Titel presentatie[Naam, organisatienaam]

Working Day - Track: Modern cluster policyClusters strengthening macro-regional collaboration

Hans Henrik Lomholt, Merete Nielsen, Emily Wise

Clusters strengthening macro-regional collaboration

in the Baltic Sea Region

Clusters strengthening macro-regional collaboration

TCI Conference 2016, Eindhoven

INTRO AND DISCUSSION

Clusters and macro regions• As a policy tool, clusters aim at ”bridging gaps”

and building collaborative strength within and between (regional) innovation systems

• Macro regions are...• areas including territory from a number of different

countries or regions associated with one or more common features or challenges

• a new cooperative framework to address shared challenges – aimed both at strengthening international competitiveness and achieving territorial cohesion

• How can clusters strengthen collaboration in macro regions?

Source: Lindqvist, Ketels and Sölvell (2013), The Cluster Initiative Greenbook 2.0

Clusters address seven ”innovation gaps”

A tale of two macro regions

• Baltic Sea Region• Great Lakes Region

Listen and consider- the overall aims (why and what)- ”ownership” and coordination (who)- approach to operationalisation

Discussion

Clusters strengthening macro-regional innovation collaboration... comparing approaches

1) Target and motivation for the strategy

• Create clear targets based on (regional) needs

• Let the targets be the driver for the strategy

2) Ownership and engagement

• Engage top management

• Create ownership with all partners

• Check with/ engage stakeholders

3) Analysis of drivers and barriers

• Identify drivers and motivators

• (What are barriers for companies?)

• Identify ambassadors

4) Develop-ment of ideas and initiatives

• Integrate actors already in operation

• Use inspiration from other regions, cities, nations, etc.

5) Financing and implemen-tation

• Think long term when it comes to financing

• Let the developers be part of the implementation

Approach• Two groups – one for each case; each group led by a mix of BSR

and Great Lakes representatives• 15 minutes to discuss each case using framework on previous

slide• What are the policy foundations and goals?• Who/which organizations are driving the process? How are

clusters and other stakeholders involved?• What are the analytical and operational tools/approaches that are

used? What funding and organisational models?• What are strengths/weaknesses and improvement areas?

• 10 minutes to share key perspectives/recommendations (5 minutes for each case)

• 5 minutes overall lessons regarding ”clusters strengthening macro regional collaboration”

Clusters strengthening macro-regional collaboration in the

Baltic Sea RegionTCI Conference 2016, Eindhoven

Hans Henrik Lomholt, DASTIMerete Nielsen, Cluster Excellence Denmark

Emily Wise, Lund University

Basic Facts about the Baltic Sea Region (BSR)• Geographically located at the ”top of

Europe” • Includes the Nordic countries (Denmark,

Iceland, Finland, Norway, and Sweden), the Baltic countries (Estonia, Latvia, and Lithuania), and parts of Germany, Poland, and the Russian Federation

• 60 million inhabitants; 28 million employees• Annual GDP of around €1.4 trillion ($2.1

trillion) in 2014, with annual growth of 4.5% per capita

• Long history of intensive economic, political, and cultural linkages (Hanseatic League)

• Following years of separation, reconnected in the early 90s with establishment of many multilateral institutions (e.g. CBSS, BSSSC, BDF, etc.) and different phases of regional economic integration

• First EU Strategy for a macro region endorsed by European Council as part of Swedish EU presidency (Oct 2009)

• First macro-regional strategy launched in 2009;

• 8 EU Member States (MSs);

• based on long history of cooperation;

• addresses common challenges of the Region;

• explicitly asks for collaboration and coordination among the Baltic Sea States (MSs and non-EU MSs);

• needs continuous political support, commitment and ownership;

• fully aligned with the Europe 2020 Strategy.

The EU Strategy for the BSR (EUSBSR)

Policy Area Innovation – focus areas and targets

Inclusive policy strategy development

Setting the frame for the strategic process

Workshop on formulating new goals and actions

• Handpicked group of representatives from 9 countries in the region.

• Nordic Councils of Ministers, DG Regio, Baltic Development Forum

• Survey to cover level of expectations, experiences and new ideas for the strategic action plan

• Take off baseline: • Key messages from

survey. • Key economic

performance indicators from BDF report

• Development and selection of new ideas for the strategic direction and new action areas.

Summing up – creating the input for the PA INNO strategy

• Draft of the strategic action plan formulated based on the workshop.

• Draft send to participants.

• New inputs were welcome.

• Final draft integrated in other track work.

Using clusters to strengthen macro-regional collaboration

Proposed Action Areas• Supporting SME

internationalization• Capacity building in cluster

organizations• Alignment of international

innovation support infrastructure• Alignment of policy and funding

instruments

Operational example: BSR Stars Innovation Express• Aim: leveraging clusters to support SME internationalization

• More SMEs engaged in transnational innovation activities• Strengthened capacity of cluster organizations• Better alignment of policies and funding

• Elements of the approach:• A coordinated call• A cluster matchmaking event• Capacity building/learning activities

• Funding:• National/regional funding agencies (for ”their” participants in

transnational projects)• Nordic Council of Ministers (for matchmaking event, learning

activities and coordination)

Overview of Innovation Express activities 2013-20162013 2014 2015 2016

# Funding partners/ countries

6 partners6 countries(DK, FI, IS, LT, NO, SE)

8 partners6 countries(DK, FI, IS, LT, NO, SE)

6 partners6 countries(DK, IS, LT, NO, SE + ES)

8 partners7 countries(DE,IS,LT,NO,SE + DE/Brand.,ES/Cat.)

Total budget (EUR)

1.210.000 1.526.500 1.355.000 1.835.000

# appl. recd/appvd

47/40 84/54 58/40

MMkg Event Copenhagen, DK9-10 April

Berlin, DE18-19 September

Copenhagen, DK17-18 September

Warsaw, PL19-20 September

#part./ countries

165 participants70 clusters15 countries

300 participants150 clusters24 countries

285 participants151 clusters32 countries

250 participants150 clusters30 countries

Other learning activities:

Experience exchange workshop (CPH, Sept ‘15)

Workshop on strategic internationalization (Riga, June ’16)

The Innovation Express Call• Common approach for supporting

internationalisation needs/opportunities of SMEs – through cluster initiatives

• Joint call, coordinated by DASTI, as part of the BSR Stars flagship

• Cluster/network organisation applies to ’home’ funding agency (explaining target geography(ies) and activity(ies))…driven by needs of SMEs

• Amount of financing from regional/ national programmes dependent on schemes applied (expected to be between 10-60.000 EUR per project grant/country)

• In first three calls (2013-2015), more than 4 MEUR has been invested in 134 collaborative innovation projects, involving 240 clusters and more than 3300 SMEs

Policy-level partners from eleven countries

Funding/cooperation and extended partners

Associated partners

CLUSTER MATCHMAKING CONFERENCESWhy:• Creating meeting places for cluster organisations for building up

their international network. • Combining the conference with possibilities for funding

(Innovation Express, EU funding) and further development of partnerships with other partners (Enterprise Europe Network)

• Creating a setting for mutual learning, sharing of knowledge and best practice on internationalisation of clusters.

What:• Over 1000 participants (some all four times)• 260 unique clusters from around 30 countries• 1725 cluster-to-cluster meetings• Workshops and Clusters Labs Results• Over 120 cluster collaboration projects • 14 larger partnerships (longer term collaboration• A lot of bilateral follow ups• Over 3300 SMEs have engaged in international activities• “I have learned so much that I want to implement in my cluster”

More focus on learning: Sharing of tools and experiences

Development of tools: • Matchmaking tool - methods for bridge building

and facilitation• Selfie-film on experiences with Innovation Express

projects • Self assessment tools for strategic

internationalisation + boosters and blockers for internationalisation

• Tool on strategic internationalisation

Workshops for sharing experiences: • Workshop 2015 for cluster managers and policy

makers on experiences with IE (25 participants) • Workshop 2016 for cluster managers, Enterprise

Europe Network and policy makers on how to work with cluster internationalisation (63 participants)

Learning from evaluation – needs and results for SMEs

Source: Evaluation of BSR Stars Innovation Express 2014

“In daily production, we do not have the time and opportunities to seek new partners and

internationalization. This project has given us the possibility to get new inspiration – and has been a source

of education and teambuilding for my company.” Tapperiet, SME within FoodNetwork, DK

SME respondents viewed knowledge sharing and opportunity identification, and access to new partners

and broadened networks as the main results. Even though Innovation Express projects are quite short, nearly 20% indicated that projects also resulted in the initiation of

longer-term research and innovation collaboration or commercial contracts.

Lessons learned• The strategy and common policy objective is quite important for

establishing legitimacy and setting targets – but it is the bottom-up process and interests that determine the level of success.

• A simple and pragmatic/flexible approach to “operationalization”, combined with an informal and collegial atmosphere are key.

• Transnational collaboration initiatives don’t happen “automatically”; inclusive and collaborative leadership is needed to guide action.

• Personal commitment is so important. Commitment might lead to a change in the role of being of public employee… Give room (change regulations…) for this.

• Take time to understand the different stakeholders and their interest in collaboration. See things from their perspective.

• Transnational collaboration takes time – between different actors, sectors and over borders. The extra effort must generate extra benefit. Identify targets and ways to evidence the benefit.

• It is not enough just to hand out money. Be active. Be there.

Challenges going forward• Achieving even better alignment between policy partners (e.g.

Financing rules, levels and timing of funding), while maintaining simplicity• Broadening the base of policy partners (even outside BSR)• Connecting to regional- and European-level smart specialisation

platforms and investments• Developing long-term commitment to transnational efforts

(despite organisational and political shifts), and a stable, longer-term framework for implementation