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Klastry a jejich role v inovačním ekosystému

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Výtah prezentace z konference International Innovation Ecosystem Forum 2018.

Součást článku na blogu - https://www.liborfriedel.cz/dum-inovaci

Publié dans : Business
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Klastry a jejich role v inovačním ekosystému

  1. 1. © Libor Friedel www.liborfriedel.cz Libor Friedel Clusters and their role in innovation ecosystem
  2. 2. © Libor Friedel www.liborfriedel.cz Contextual arguments Territorial dimension of industrial development and technological innovation shifting the focus from the national to regional.  “Think globally, act locally” Great emphasis has been put on  “Bottom-up” processes of economic development  Conditions generating geographical clusters of innovative firms and research centres  The impact of incubating facilities on regional capacities to create innovative start-ups
  3. 3. © Libor Friedel www.liborfriedel.cz Contextual arguments Central argument in favour of cluster development is the concept of knowledge spillovers (which are a fundamental source of innovation o the regional and local dimension) Local policies can play a key role in fostering learning learning processes Local innovation policy initiatives can support  technological cooperation, the creation of business networks, business incubation and start-up, staff training (e.g. Moravia Silesian Innovation Centre)  the identification of collective needs, common opportunities and promote collective action.
  4. 4. © Libor Friedel www.liborfriedel.cz Cluster (M. Porter) A cluster is a geographic concentration of related companies, organizations, and institutions in a particular field that can be present in a region, state, state, or nation. A cluster is a geographical proximate group of interconnected companies and associated institutions in a particular field, linked by commonalities and externalities.
  5. 5. © Libor Friedel www.liborfriedel.cz Constituents (members) - with geographical proximity End product or service companies (producers, providers) – in the core of clusters Suppliers of specialized inputs, components, machinery, and services Financial institutions Firms in related industries Firms in downstream industries (distribution or customers) Producers of complementary product Specialized infrastructure providers Driving forces for involvement?
  6. 6. © Libor Friedel www.liborfriedel.cz Constituents (members) - with geographical proximity Government and other institutions providing specialized training, education, information, research and technical support  Universities (in CZ mainly public)  Think tanks  Vocational training providers Government agencies that significantly influence a cluster can be considered Many clusters include trade associations and other collective private sector bodies that support cluster members
  7. 7. © Libor Friedel www.liborfriedel.cz Soft infrastructure Physical infrastructure Soft Support Cluster model Core Adapted - Cluster Navigators
  8. 8. © Libor Friedel www.liborfriedel.cz Triple Helix - TH DNA of clusters Companies (industry) More direct involvement (and trust in co-opetition) Universities More entrepreneurial approach State/region (government) Environment, data. administrative support
  9. 9. © Libor Friedel www.liborfriedel.cz (Start with) WHY clusters? Increase productivity and operational efficiency  E.g. shared purchase, training… Stimulate and enable innovation  E.g. joint R&D…, (no more reinventing wheel) Facilitate commercialization and new business formation  E.g. joint trade exhibitions, foster distribution channels…
  10. 10. © Libor Friedel www.liborfriedel.cz 3 stages development (Cluster) Association (Cluster) Organization (Cluster) Initiative
  11. 11. © Libor Friedel www.liborfriedel.cz Starting points for Innovation Ecosystem (Inka 2014+) Innovation and invention is not the same Innovation has many forms Strategy of an individual firm/company is the key element of innovation ecosystem  Business strategy / Innovation strategy / Cluster strategy (vers. Agile approach)  Consider internal (innovation) ecosystem too (Czech) innovation ecosystem is the part of globalized economy
  12. 12. © Libor Friedel www.liborfriedel.cz House of Innovation Innovation Strategy Innovation Organization Culture Innovation Life Cycle Processes Idea Management Processes Business Model Development Launch / Continuous Improvement Enablers HR Management, Knowledge Management Project & Program Management, Controlling, IT… A.T.Kearney IMP3rove IMProving Innovation Management Performace with sustainable IMPact Strategy is key Internal innovation ecosystem €
  13. 13. © Libor Friedel www.liborfriedel.cz (Triple Helix) Innovation ecosystem (Innovation VILLAGE) Government (national, regional) Universities, R&D Companies (public, private, SMEs) CLUSTER
  14. 14. © Libor Friedel www.liborfriedel.cz Barriers of innovation (Inka 2014+)  Lack of highly motivated people with adequate skills  Seniors (business managers with experience from non-European countries)  Juniors / graduates (declining interest in Erasmus)  Market Competences of Companies are underdeveloped compared to the level of technical competencies  The potential of technical competencies is not sufficiently financially utilized  Lack of knowledge that is decisive for the success of the first phase the innovation process  Financial capacities of companies
  15. 15. © Libor Friedel www.liborfriedel.cz Challenges (for discussion) Managing ecosystems with cluster = Managing Triple Helix(next picture)  „EU funds“ – natural or artificial driving force(?)  Lack of button-up initiatives  Rise of business angels / start-up investors (IT, services…) – formal “policy” is not necessary  From creative IDEA through INNOVATION towards INVOICE (invoice is the goal) !!!  Innovation policy (on paper) is easier than Innovation practice  How to measure impact and effects?…
  16. 16. © Libor Friedel www.liborfriedel.cz Advanced Triple Helix - TH2 Play- ers Focus Finan- ce Companies (industry) More direct involvement Universities More entrepreneurship State/region (government) Environment data admin. support Firms Creativity (innovation) Ecosystem Commercial revenue Tangible product, intangible servicee Membership Public support
  17. 17. © Libor Friedel www.liborfriedel.cz Next: Inter-sectoral clusters Cluster in services as „spin-offs“ (?) Emerging industries from interaction from core, support and soft infrastructure Social/relational capital within clusters and among clusters “White fields” of innovation!!!
  18. 18. © Libor Friedel www.liborfriedel.cz My recommendations for “players” (stakeholders) Always start with/from strategy (and vision) Focus on driving forces for clustering Do not underestimate regional context and impact of “small” (negotiate triple helix)  What is the state and position of Life Science (comparing IT, automotive sports & arts…)?  Try to find intersectoral opportunities (white fields) Do not rely (only) on EU funding (particularly if strategy and motivation is lacking) Calculate both – opportunities and risks Coordinate and facilitate the process carefully
  19. 19. © Libor Friedel www.liborfriedel.cz Libor Friedel Consultant, coach, lecturer tel.: +420 603 851 176 e-mail: blog@liborfriedel.cz web: https://www.liborfriedel.cz THANK YOU!

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