EUROPEAN CLUSTERS AND THEIR FUTURE

Dr. Gerd Meier zu KöckerDirectoriit – Institute for Innovation and Technology

Ankara , 5 June 2013

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Outperformers Are More Open-minded toInnovate with PartnersKey lessons from the global IBM study 2012

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Looking back……

1990 – 2000

Understanding clusters

2000 – 2010

Identification of clusters

2010 – 2015

Creating better clusters

2015ff

Making better use of clusters

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Size of Clusters

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Regional Concentration

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Governance of Clusters

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Cooperation Requests from Outside

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Visibility

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Key Challenges ahead

Future cluster policy must …

Better syncronised

More predictive

More efficient

More tailor-made

Higher impact

Cluster excellence

Cluster policy excellence

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Cluster Policy Has to be Better Synchronized

Coordination with business development programs

Coordination with R&D / innovation programs

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Cluster Policy Has to Be More Predictive

Where do cluster of tomorrow emerge?

How to better predict cluster emergence?

New pattern for cluster in emerging industries !?

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Where R&D Takes Place in the Field of eMobilityPredicting future eMobility clusters by mapping public and private R&D spending investments in certain emerging industries

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Towards a More Tailor-made Cluster PolicyWhere to start? Where to go?

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Towards a More Tailor-made Cluster PolicyCluster leagues

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Towards a More Tailor-made Cluster PolicyImportance of different support schemes

Nationalchampions

World-Classclusters

New clusters

Importance of supporting R&D

-+++

Importance of Clustermanage-ment Excellence

o+++

Importance of internationa-

lisation- +++

Investmentneeded

+++-

16Source: Lämmer-Gamp, Meier zu Köcker, Christensen, Clusters are Individuals, 2011

Cluster Management Excellence as Key Success Factor

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Relevance of expectationslow moderate high

Very high

High

Moderate

Low

Very low

Leve

l of s

atisf

actio

n

Case study: Monetary added-value for SMEs in an Automotive cluster

Focus on what is Really Important for Cluster Actors

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Ideas Analyses Development Monitoring

Evaluation Commitment Execution Commercialisation

Invo

lvem

ent o

f clu

ster

man

ager

s in

the

inno

vatio

n pr

oces

s

Project managementInnovation management Innovation management

Where Cluster Management Can Provide Added Value within the Innovation Process

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Monetary added-value for SMEs in clusters compared to their investments

All firms

Higher Intensity of Involvement of Cluster Firms Leads to Higher Monetary Impact

Firms who are very active

Cluster Monitor Germany, July 2012, 50 cluster initiatives representing about 5000 companies in Germany

low similar high

low similar high

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EUR / p. a.

Very active

Quite active

Quite inactive

Higher Intensity of Involvement of Cluster Firms to Higher Monetary Impact

none

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Summary

• Future challenge is how to make use of clusters

• Good cluster policy is challenging, but possible

• It’s not a question of high-tech or amount of funding

• Tailor-made funding

• Clusters are different and have to be supported in different ways

• Predictive cluster mapping gains importance

• Cluster (initiatives) should be built on regional strengths

• Smart Specialization is a promising approach

• Cluster Management Excellence makes the difference