Learning Clusters in Challenging Environments

Learning Clusters
in Challenging Environments
Klaus Haasis
CEO, MFG Baden-Württemberg
Director, TCI Global Cluster Network

31st March 2011

MFG - Enabling Innovation with ICT and Media © 31.03.2011, Klaus Haasis, MFG Baden-Württemberg | 1

Challenges
 Constant change is the new dynamic of the global economy
 Change is accelerating in culture, economies, technology
 The future of business are relationships
 People have to be human and digital
 We have to learn new abilities to adapt faster
 Cluster initiatives compete with social communities and new
user driven plattforms and emerging open networks
 There is a new role of cluster managers


1. How Clusters &
Communities adapt


Change 1970 – 2011 …. New Uncertainties
‚Web 2.0 Hype‘ 2010 The Social Network
2008 Lehman Brothers 2010 The first iPad
2005 Google IPO 2011 Fukushima
2001 first iPod
‚Multimedia Hype‘ 2001 9/11
1999 The Matrix 2000 Mapping Human
1997 Bird Flu Genome 2010
1995 Netscape IPO
2000
‚New Media Hype‘
1989 Fall of the Berlin Wall
1990
1986 Tschernobyl
1981 IBM Personal Computer

1980
Start of Digitalisation
1975 Microsoft foundation
1973/1979 Oil Crisis
1972 Club of Rome: The Limits of Growth
1970 © http://www.slanted.de/events/change


„CLUSTERS“ „COMMUNITIES“
Agglomeration & Learning &
Competitiveness Change

Social Networks
Business Networks

Figures, Macroeconomics Relationships,
and Statistics Trust and Collaboration

Michael E. Porter: Peter M. Senge:
Facts & Figures Learning

 Born in 1947  Born in 1947
 Professor @ Harvard  Professor @ MIT Sloan School of
Business School Management in Cambridge
 The Competitive  The Fifth Discipline: The Art and
Advantage of Nations Practice of the Learning Organization
published 1990 published 1990

Personal Mental
Mastery Models

System
Thinking

Shared Team
Vision Learning


2. The Senge Concept
of the Learning Organisation


 Our personal growth „structures“
 In continual learning mode that control our
 „The journey is the reward“ actions

Personal Mental
Mastery Models
System Thinking helps
to deal with the
System complexity
Thinking
of our world

Shared Team
Vision Learning

 Team learning is the process developing the capacity
of a team to create the results its members truly desire
 Crucial to harmonize individuals‘ energies


New „Mental Models“

Knowledge
Working  „Nomadic Work“
available globally,
Knowledge  „Life long learning“ Knowledge Migrants
Organisations  „Networks“
Reversion of
Products  „User driven Innovation“
Business Models
Media  „Social Communities“
Energy  „Renewable - Efficient“ Openness as
new paradigm

Business Communities want
to network and learn

Consulting & Coaching
Member survey 2010: Marketing Platform
16% Your benefits from bwcon… Cooperations
Collaborate with other
21% companies in a Special
Interest Group
25% Information Source
Nr. 3 Cooperations Further education
29%
(events / tutorials)
Networking & Socializing
45%
Nr. 2 Learning
56%

76%
Nr. 1 Networking

0 10 20 30 40 50 60 70 80


Harvard Business Review, Jan/Feb 2011


Harvard Business Review, Jan/Feb 2011
Environ
-mental
Impact
Supplier
Energy Access
Use and
Viability

Company
Productivity
Water Employee
Use Skills

Employee Worker
Health Safety


Michael E. Porter: Martin E.P. Seligman:
Facts & Figures Well-Being

 Competitiveness  Positivity promotes learning
Index (Global)  Well-Being Index (Europe)
 „Winning“  „Flourishing“

1. Switzerland 6. Japan 1. Denmark 6. Austria
2. Sweden 7. Finland 2. Switzerland 7. Cyprus
3. Singapore 8. Netherlands 3. Finland 8. Sweden
4. United States 9. Denmark 4. Norway 9. UK
5. Germany 10. Canada 5. Ireland 10. Spain

3. New Mental Model “Openness”


Wiki Leaks
= organization that publishes submissions
of otherwise unavailable documents from
anonymous sources and leaks

 New York Daily News:
WikiLeaks listed first in a
ranking of "websites that could
totally change the news"
Breaking News 28.11.:
 Afghan War Diary: more than WikiLeaks claims it
76,900 documents. Iraq War has 251,288 cables sent
Logs: a package of almost by American
400,000 documents diplomats between the
end of 1966 and
February 2010, which
it will release


Love Parade 24.7.2010, Duisburg, Germany
During the
Love Parade
21 people
died, 510
were injured

 Love Parade organizer
Rainer Schaller was
suspected of being
responsible for this
catastrophe
 To defend himself he
published 22 hours of
video material from
the fatal day in the
internet – open
to public

Regional Learning Process #S21
in Stuttgart, Baden-Württemberg, Germany

Innovation
Eco-Creativity
Connected to the World

Participation/ Shared Vision
Pro & Contra
Mediation

4. The humanistic approach on clusters


FACTS RELATIONSHIPS

© http://www.run4miles.de/archives/2402 ©http://www.brsnederland.nl/de/index.php

Thoughts Feelings
2 sec 1/100 sec

Abraham Maslow Carl R. Rogers
The
Humanistic
Approach

Empathy
http://www.brainworker.ch/psychologie/

Acceptance Congruence


Has this team the ability
for learning and change?

© http://www.zdnet.com/blog/projectfailures/bad-leadership-causes-failed-it/868


5. What do we need for the future?


From Clusters to Communities
− the role of the cluster community manager

 Expanded understanding of Relationships
and of Cluster Managers
as Relationship Managers
 „Social Cluster Management“
 Relationship Skills in addition
to Business Expertise
 Humanistic Community Approach
 Acknowledgement Culture
 Learning Cluster Communities
 Development of New Cluster Concepts
including virtual social Networks

© www.getsatisfaction.com


Inside the Mind of a Community Manager
Piňata Sponge Gardener

Cheerleader
Concierge

Traffic Cop
Sculptor

Empath Mediavore
Spam Warrior © www.getsatisfaction.com


6. Assessing Learning Clusters


How to assess and measure the
quality of a cluster community manager?

European Cluster Excellence Initiative: Focus of the Indicators –
the 3 levels of the Shell Model
 Aim: Create an objective process
for measuring and assessing 3 Framework
Cluster Management Quality conditions*

Source: European Cluster Excellence Initiative, WP2
 Basis: A structured set of cluster
Quality Indicators focusing on the
cluster management team
 Some of the indicators relevant for 2 Cluster
assessing quality of cluster actors
2
community management
1 Cluster
organisation
* Level 1 and level 2 are in the focus

European Commission
Enterprise and Industry


Cluster-Excellence.eu indicators for
cluster community managers:
 Qualification
Education, Experience, Communication and Soft Skills
 Life Long Learning Aspects
Dedicated Budget for Training Programmes?
 Personal Contact with Cluster Members
No passive contacts but active relationships!
 Active Communication
Widespread Communication Activities, Public Recognition of the
Cluster, Success Stories, Website (also in English)

European Commission
Enterprise and Industry


http://www.mackeprang.com/index.php?emne=skydive&lang=en


Klaus Haasis: Coaching for Change
 35 years experience in creative industries,
communications and innovation management
 Apprenticeships in Photography and Advertising,
Degrees in Media Engineering and
Communication Science / Journalism
 Jobs in Creative Industries, ICT-Sector,
Chemical and Pharmaceutical Industry, Media/TV
 1995 Founding CEO MFG Public Innovation Agency
 Education in Person-Centred Counselling,
Coaching and Human Ressource Management
Klaus Haasis,
CEO MFG Baden-Württemberg mbH
Public Innovation Agency for IT and Media
www.klaushaasis.de
facebook.com/klaushaasis, twitter.com/Klaus_Haasis

Learning Clusters in Challenging Environments

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