transfer of networks and building up a cluster
DESCRIPTION
Innovage training session: Cluster set-up and Cluster Management (Ceske Budejovice, Czech Republic, 11th-12th June 2014)TRANSCRIPT
Agenda
Day 2: Cluster Management: Tool box
09:00-09:15 Setting the Scene
09:15-10:15 Presentation Clusterland Upper Austria Ldt. (example Automotive Cluster)
10:15-10:45 Coffee Break
10:45-12:15 Transfer of a Network into other Clusters and Networks and building up an ITC-Cluster
12:15-13:30 Lunch
13:30-14:30 Methodology to run an excellent cluster
14:30-15:30 Financing of cluster organizations
15:30-16:00 Coffee Break
16:00-16:30 Group work: How to measure success of Cluster organizations
16:30-17:00 Presentation of Group work results and discussion
17:00-17:30 How to measure success of Cluster organizations: conclusions and wrap-up
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Transfer of a Network into other Clusters andNetworks and building up an ITC-Cluster
“Innovation through cooperation“ in Clusters and Networks in Upper Austria
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The foundation of Clusters and Networks
Analysis of the sector and of the regional value chain:Ctitical mass of companies
Competitiveness of the companies
How complex is the regional value chain
Are relevant R&D Insitutions located in the region (e.g.Kunstuniversität: Universität fürkünstlerische und industrielle Gestaltung (University of Arts))
BUT at the end it is always a political decision to found a cluster ( integration of industry)
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Growth path not successful – 80 partner companies; smallest Network/Cluster within Clusterland OÖ GmbHAt least three-digit amount of partners needed (critical mass for successful Cluster cooperation projects)
NDM is subcritical refering to:Internal ressources (2 persons) min.3 necessaryMember companies (89 partners – incl. bancrupt and discharge: 9)Structure of partner companies inhomogeneousBudget (about. 200t€ turnover); necessary about 400-500t€
Low stability of Networkmanager-> 4 Networkmanager within 8 years
Topic of Network difficult for UA companies to deal with
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Why to shut down NDM?
Analysis of NDM-Partners (total 80)
Potential of enterprises (product design relevant for most COG partner companies)
Most partner from UA (just 8 from different regions, 1 from CH)38 manufacturing companiesService provider:
Communications design in a broader sense: 10Product -designer: 12
34 enterprises (mostly manufacturing companies) are already partners in one or several clusters 20 additional companies fit (very) well to an already exiting clusterJust 4 companies did not suit any cluster (hairdresser, goldsmith, consultant)
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Shut down of NDM: Procedure
Decision taken by Werner Pamminger (CEO)
Informing relevant politicians
Informing owners
Informing the regional administration
Informing advisory board
Informing member companies
Offering tailor-made service package to partner companies (integrating ”product design“ in other clusters)
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Key Messages
An organisation’s ability
to learn, and translate
that learning into action
rapidly, is the ultimate
competitive advantage.
Jack Welch
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Kontakt & Information
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IT ClusterInformation Technology – Innovation Driver
In touch with Innovation
IT-Cluster development
2001: Feasibility Study ITC-Cluster
■ Conducted by the Chamber of Commerce on behalf of the state of Upper Austria (UA)
■ Initiated by Prof. Bruno Buchberger,Head of Softwarepark Hagenberg
■ Outcome: IT-topic not possible for clustering, because
• Value-chain not along a linear chain, but a network
• No leading companies
■ Suggestion: Mechatronics-Cluster
© Clusterland Oberösterreich GmbH www.ITcluster.at 10
IT-Cluster development
2010: Restart of the approach
■ Support by State of UA and chamber of commerce
■ Theoretical limits less importantIT-Cluster already set up in many regions
End 2011: Workshop with about 30 companies
■ Branch addresses expectations
■ Positive feedback
Beginning 2012
■ Political decision (Minister of the government of Upper Austria for Economy)incl. funding : Go!
Start 7.1.13
© Clusterland Oberösterreich GmbH www.ITcluster.at 11
IT-Cluster: Survey of Demand
Potential: Software/IT-producer in UA?
� Statisics are often biased
� Expert Representatives at the Chamber of Commerce, UBIT (Consultants & IT):consultants, accountants and … IT
� about 3500 members in UA, incl. 2000 one-person business: consultant & IT Freelancer
� ICT � how to count telecommunication enterprises ?
UA: strong small-scale, regional value creating IT economy
■ young creative scene related to University of Applied Sciences FH Hagenberg & JKU Informatics: Lifestyle IT Start-ups
■ Runtastics :
■ IT Spin-offs derived from strong industry
■ Some well established (medium sized: 200-400 employees on the spot) internationally active software-providers (FABASOFT, BMD, MIC, SYSTEMA)
© Clusterland Oberösterreich GmbH www.ITcluster.at 12
IT-Cluster Financing
Core funding of the State of Upper Austria
� 2013-2016: 950 TEUR(2013: 200 TEUR, then 250 TEUR p.a.)
� Constantly increasing self-financing rate:
− Membership fee, event participation;later on: Sponsoring, advertising
− 2013 about 15%
� In general: Cluster need about 500 TEUR to work sustainably successful (e.g. Personal).
© Clusterland Oberösterreich GmbH www.ITcluster.at 13
Key Topics
■ Security
■ Cloud Computing
■ Lifestyle-IT: social & mobile
■ solid Business Software
■ Software for the Industry
■ Big Data in Industry� Key topic for Upper Austria!
■ Software Engineering
© Clusterland Oberösterreich GmbH www.ITcluster.at 14
Partner Contribution■ for 1- 9 staff € 320■ for 10 - 49 staff € 475■ for 50 - 249 staff € 635■ for ≥ 250 staff € 1.265exkl. VAT
Information and Communication
Qualification
Cooperation
Marketing & PR
International Relations
Benefits■ Contacts, networking
■ IT sector news
■ ITC events for a reduced price
■ Marketing platform: www.ITcluster.at, monthly newsletter
■ Optional public funding for innovative cooperation projects
© Clusterland Oberösterreich GmbH www.ITcluster.at 15
ITC Events
April
Mai
Juni
Juli
Aug
Sept
Okt
Nov
Dez
Jän
Feb
März
April
Mai
Juni
Juli
Aug
Sept
Okt
Nov
Dez
Jän
Feb
März
20132013
20142014
© Clusterland Oberösterreich GmbH www.ITcluster.at 16
■ ITC-Auftakt 10. April 2013
■ ITC Roadshow powered by UBIT6 regionale Workshops bis Juni 2014
■ ITC Get-together @ FabasoftStart einer Veranstaltungsreihe, 11. Juni, 17h
■ ITC Roadshow @ Linz: Software Engineering20. Juni, WK Linz, 16h00
■ ITC meets automotive„Das vernetzte Fahrzeug“ bei automotive.2013, 24. Sept
■ ITC Jour-fixe „IT Security“ Start bei„IT-Sicherheit am Donaustrand“, 2. Okt
■ ITC meets MöbelbrancheOktober 2013
■ ITC meets JKU-Informatik7. Nov. 2013, 14h, JKU Science Park
■ ITC Conference „Big Data in Industrie & Wirtschaft“ ITC Jahrestagung, Q1/2014
Cluster & Netwerks
2004
19981999
2000
2002
2006
Plastics
Automobil
Furniture & Wood
Health Tech
Mechatronics
Ressources & Energy Efficiency
Envirimental Tech
Human Ressources
2003
2009
2013Information Technology
© Clusterland Oberösterreich GmbH www.ITcluster.at 17
> 1800 Member companies, ~ € 60 Billion Volume
Value Creation Chain, Michael Porter
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Value Creation in the IT SectorP
rimar
y A
ctiv
ities
Sup
port
Act
iviti
es
Infrastructure
HR
Logistics incoming
ProductionMarketing
SalesLogisticsoutgoing
Accounting
external IT
IT Value Creation Crown
SoftwareDevelopment
ITServices
Application
IT Infrastructure
Application
• Institut für Telekooperation• Institut Für Anwendungsorientierte Wissensverarbeitung (FAW)• Institut für Wissensbasierte Mathematische Systeme
(FLLL - Fuzzy Logic Laboratorium Linz-Hagenberg)• Institut für Wirtschaftsinformatik – Software Engineering
6 Partners in Research & Education
© Clusterland Oberösterreich GmbH www.ITcluster.at 19
71 ITC Partners total
1 Media Partner
Bindeus-FischnallerUnternehmensberatung
64 Company Partners (by 26. August)
FH OÖ IT GmbH
Lessons learned (1):
� „It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.
Charles Darwin
=> STABILITY THROUGH FLEXIBILITY
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Lessons learned (2): Sometimes that´s the way it is
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Illustration: Susanne Straße (IO 2008)
Lessons learned (3): Success factors : Part 1
One single legal entity for ALL Clusters and Networks
Clusters along the whole value-chain AND horizontal Networks
No focus on one single region
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Lessons learned (4): Success factors : Part 2
Management by objectives
Slim command structures
High level of personal responsibility
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What´s that?
The most important success-factor of cross-cluster innovation in Upper Austria
Any Questions?
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12:15-13:30 Lunch
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