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Excellence in Cluster Policy Making for Fragmented and Globalised
Value Chains Reza ZADEH European Foundation for Cluster Excellence Spain
[2.2] New role of Clusters in Broader Economic Context
Cluster Policy Excellence for Globalised Value Chains
! Global Value Chains
! New Challenges in Cluster Policy and Practice
! Competencies for Policy Making
! Concluding Observations
2
Cluster Policy Excellence for Globalised Value Chains
! Global Value Chains
! New Challenges in Cluster Policy and Practice
! Competencies for Policy Making
! Concluding Observations
3
Companiesreactedtoincreasedglobalcompe22onwithcollabora2veini2a2ves:
– sharingpartsofvaluechains(research,logis2cs,…)– developingcommonservices(training,…)
Cluster Support in the Past
Jointservice
Company A Company B
Company C
Company D
Source:EDuch,WorldBank5
Company A Company B
Company C
Company D
Cluster Policy Excellence for Globalised Value Chains
! Global Value Chains
! New Challenges in Cluster Policy and Practice
! Competencies for Policy Making
! Concluding Observations
6
Butnowglobalisa2onisop2masingthevaluechainsatgloballevel,leavinglessroomforcollabora2veini2a2vesatregionalandna2onallevels
Cluster support now
Source:EDuch,WorldBank7
XXAndwearestar2ngtoseethedisappearanceofallkindsofac2vi2es(incl.R+D)ofthevaluechainindevelopedworldthatarebeingmovedtolowercostcountries
Cluster Support Now
Source:EDuch,WorldBank8
Redefiningbusinessstrategies
Leadingtechnology
Advancedservices
Developedeconomieshavetorespondstrategicallyredefiningbusinessesmodels:
– Incorpora2ngleadingtechnology– Addingadvancedservices
Cluster Support Now
9
Challenges for the future
Are the incumbent clusters the best to:
! Transform their products into advanced services?
! Incorporate new breakthrough technologies? To break the paradigm?
10
Collaboration – the only game in town?
11
“To the man with only a hammer, every problem looks like a nail.” – Charlie Munger
Collaboration – the only game in town?
! Most cluster polices focus solely on collaboration ! Can enhance competitiveness of a cluster ! Counter- productive when entrenched in unattractive
business areas ! Policy must help identify and build synergies where
appropriate ! Encourage business strategy transformation and help
firms redefine their business models
12
“To the man with only a hammer, every problem looks like a nail.” – Charlie Munger
Cluster Policy Excellence for Globalised Value Chains
! Global Value Chains
! New Challenges in Cluster Policy and Practice
! European Foundation for Clusters Excellence
! Competencies for Policy Making
! Concluding Observations
13
Competencies for Policy Making Training needs - Self diagnosis • Marketing & branding of
clusters • Internationalisation • Emerging Industries and
KETs • IPR and its management • Collaborative research • Knowledge of financial
instruments & access to finance
• Innovation management & commercialisation of R&D
14
Training needs - Assessment • Clarity in the language used • Using strategic analysis
tools • Local and global Value
chain analysis • Industry and value chain of
companies in cluster • Cluster organisations’
governance & management • Change management
Training needs - Self diagnosis • Marketing & branding of
clusters • Internationalisation • Emerging Industries and
KETs • IPR and its management • Collaborative research • Knowledge of financial
instruments & access to finance
• Innovation management & commercialisation of R&D
17
Competencies for Policy Making
! Over 90 public officials from across Europe and MENA ! Many, many more on introductory courses and Summer Schools
Our Alumni
18
Cluster Policy Excellence for Globalised Value Chains
! Global Value Chains
! New Challenges in Cluster Policy and Practice
! European Foundation for Clusters Excellence
! Competencies for Policy Making
! Concluding Observations
19
Concluding Observations
20
Source:Porter2005
Cluster-BasedPolicy
• Leverage existing assets, history and geographic location
• All clusters are good • Enable competition to be more
sophisticated • Neutral on ownership • Requires sustained participation by all
actors • Encourage initiatives at all geographic
levels • Has increasing impact over time;
some quick returns are possible
Enhance and upgrade Competition
21
Source:Porter2005
IndustrialPolicy
• Target areas of perceived market demand or attractive technology
• Intervene in competition (subsidies, protection, etc.)
• Favor domestic companies • Requires sustained financial
commitment by public sector • Centralized decisions at the national
level • Has high failure rate; short term
impact but low sustainability
Distorts and impedes competition
Cluster-BasedPolicy
• Leverage existing assets, history and geographic location
• All clusters are good • Enable competition to be more
sophisticated • Neutral on ownership • Requires sustained participation by all
actors • Encourage initiatives at all geographic
levels • Has increasing impact over time;
some quick returns are possible
Enhance and upgrade Competition
Concluding Observations
22
Thank you More information available at :
www.clusterexcellence.org " Contact: [email protected]
22
More information on Competitiveness Summer School 2016 : http://www.iese.edu/competitivenessschool