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Similaire à Klastry a jejich role v inovačním ekosystému (20)
Plus de Libor Friedel (18)
Klastry a jejich role v inovačním ekosystému
- 1. © Libor Friedel www.liborfriedel.cz
Libor Friedel
Clusters and their role in
innovation ecosystem
- 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. © 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. © 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. © 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. © 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. © Libor Friedel www.liborfriedel.cz
Soft
infrastructure
Physical
infrastructure
Soft
Support
Cluster model
Core
Adapted - Cluster Navigators
- 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. © 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. © Libor Friedel www.liborfriedel.cz
3 stages development
(Cluster)
Association
(Cluster)
Organization
(Cluster)
Initiative
- 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. © 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. © Libor Friedel www.liborfriedel.cz
(Triple Helix) Innovation ecosystem
(Innovation VILLAGE)
Government
(national, regional)
Universities, R&D
Companies
(public, private, SMEs)
CLUSTER
- 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. © 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. © 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. © 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. © 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. © 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!