Module: Preparation of Cluster Strategy and Action Plan

Gerd Meier zu Köcker

Institute for Innovation and Technology (iit)

April 2014

• Key action for strategy development

• Involving actors and stakeholders

• Bundling and priorisation of actions

• Action planning

• Developing new services

Lessons to Be Learned in this Modul

2

Steps in Cluster / Network Based Development

Step 1: Forming a Joint Private-Public Leadership Team

Step 2: Analysis

Step 3: Forming Networks Groups

Step 4: Developing Action Initiatives

Step 5: Organizing for Continuity

Step 6: Communication & Outreach

Analysis Keeps Pace with Project Implementation

Facts, global view, local specialization,

Hierarchy of Actions

Strategic objectives

Operation objectives

Framework conditions

Actions / services

Action plan (action, budget, staffing, responsibilities)

Log Frame as Implementation Tool

• Decision making and communication

• Selection of stakeholders and cluster actors to be involved

• SWOT-Analysis / analysis of current status

• Creativity workshops with cluster actors and stakeholders

• Focus given on what to be done in the future

• Additional interviews

• Deduction of strategic objectives and operational targets

• Identification of main action fields

• From actions fields to actions and services

• Priorisation of actions and services

• Presentation and discussion of approach with cluster actors and stakeholders

10 Key Actions

CE PoliMaT Cluster Development

2010

2011 – 2012

Establishment of the CE 2010

Action plan

Organization Vision

Actions

Aims

Ideas

Objectives

Governance

R&D Projects

Objectives

SWOT

Vision

Measures

Field of Actions

WS WS WS WS WS

-2011 2011 2012+

Strategy

plan

9

Strategy Process foodRegio

Actions

Ideas

Ressources

Trends

Structure

Targets

2006-2010 2010 2010+

Strategy

WS WS WS WS WS WS

Vision

Objectives

Action fields

Actions

SWOT

• Decision making and communication

• Selection of stakeholders and cluster actors to be involved

• SWOT-Analysis / analysis of current status

• Creativity workshops with cluster actors and stakeholders

• Focus given on what to be done in the future

• Additional interviews

• Deduction of strategic objectives and operational targets

• Identification of main action fields

• From actions fields to actions and services

• Priorisation of actions and services

• Presentation and discussion of approach with cluster actors and stakeholders

10 Key Actions

SWOT-Analysis

Group Working: Actor‘s Expectations vs. Satisfaction (I)

Group Working: Actor‘s Expectations vs. Satisfaction (II)

Step 1: Identify the 7 most important expectations (by your cluster actors point of view) Step 2: Rate each of them according to that fact how well each expectation might have been satisfied by the during the last 24 months by cluster actors position)

Expectation vs. Satisfaction Portfolio

Expectation vs. Satisfaction Portfolio lo

w

mo

de

rate

h

igh

Satisfa

ction

Importance of expectation

low medium high

7

6

5

4

3

2

1

Expectation vs. Satisfaction - Methodology

Expectation vs. Satisfaction

Importance

Satisfaction

Expectation vs. Satisfaction

Importance

Satisfaction

19

Expectation vs. Satisfaction Portfolio

• Decision making and communication

• Selection of stakeholders and cluster actors to be involved

• SWOT-Analysis / analysis of current status

• Creativity workshops with cluster actors and stakeholders

• Focus given on what to be done in the future

• Additional interviews

• Deduction of strategic objectives and operational targets

• Identification of main action fields

• From actions fields to actions and services

• Priorisation of actions and services

• Presentation and discussion of approach with cluster actors and stakeholders

10 Key Actions

21

Contribution to the fulfillment of political goals

Demand oriented assistance

Access to knowledge, information and key actors

Capacity building

Support in becoming prepared and eligible for entering international projects

Project and financial management

What Are the Expectations of Governmental Authorities?

22

Access to knowledge, information and market trends

Capacity building

Generation of new business / matchmaking

Support in increasing innovation capabilities

Increased visibility

Support in internationalization

Improved visibility towards policy and administration

Access to local markets

What are the Expectations of the Private Sector

Category Less

important

Quite

important

Very

important

Marketing / Branding

Representation of company

Support in public affairs activities / communication strategy

Representing company on trade fair

Regional branding

Organisation of events and fairs to promote cluster actors

Regional or cross-regional networking of cluster actorsl

Lobbying

Policy lobbying

Lobbying for associations

Networking among cluster actors

Information and experience exchange

Initiating working groups / tasks forces

Business creation among cluster actors

Entrepreneurial support

Support of start.ups

Coaching of business plans

Fund raising / Venture Capital raising

Group Working: Where to Focus Future Actions (I)

Category Less

important

Quite

important

Very

important

Innovation and Cooperation

Brainstorming / creation of ideas

Identifcation and matching of right cluster actors

Support in proposal writing

Acquisition of third party funding

Project management

Creating of new business for initiating innovation among cluster actors

Internationalisation

Support in the definition of an internationalisation strategy for cluster

actors or for the entire cluster

Technology scouting / Trend scouting (Markets, technologies,

competitors)

Initiiating international R&D consortia

Organisation of delegation missions

Participation in international trade fairs

Targeting / beauty contests for getting access to international key actors

Group Working: Whare to Focus Future Actions (II)

Category Less

important

Quite

important

Very

important

Human development / training / education

Recruting

Development of platform of job vacancies

Development of vocational training schemes

Development of practical training schemes

Participation in recruiting events

Additional Services

Foundation of buying associations

Group Working: Whare to Focus Future Actions (III)

• Decision making and communication

• Selection of stakeholders and cluster actors to be involved

• SWOT-Analysis / analysis of current status

• Creativity workshops with cluster actors and stakeholders

• Focus given on what to be done in the future

• Additional interviews

• Deduction of strategic objectives and operational targets

• Identification of main action fields

• From actions fields to actions and services

• Priorisation of actions and services

• Presentation and discussion of approach with cluster actors and stakeholders

10 Key Actions

Definition of Action Fields

Input

• SWOT-Analysis / analysis of current status

• Ranking of expectation

• Satisfaction analysis

• Demand of new services

• Additional information, based on interviews

• Technological focus

• etc

Action Fields (I)

29

Action Fields (II)

foodRegio Kultur

Gemeinsame Werte erm ö glichen gemeinsame Ziele

foodRegio

Strukturen

foodRegio

Information

foodRegio

Innovation

foodRegio

Ö ffentlichkeit

foodRegio

Qualifizierung

foodRegio Culture

foodRegio

Structure

foodRegio

Information

foodRegio

Innovation

foodRegio

Public

foodRegio

Qualification

30

Action Fields (II)

foodRegio Kultur

Gemeinsame Werte erm ö glichen gemeinsame Ziele

foodRegio

Information

foodRegio

Innovation

foodRegio

Ö ffentlichkeit

foodRegio

Qualifizierung

foodRegio

Information

foodRegio

Innovation

foodRegio

Public

foodRegio

Action fields

• Bundle common thematic needs and expectations

• Group related cluster management services

31

Action Fields (II)

foodRegio Kultur

Gemeinsame Werte erm ö glichen gemeinsame Ziele

foodRegio

Information

foodRegio

Innovation

foodRegio

Ö ffentlichkeit

foodRegio

Qualifizierung

foodRegio

Information

foodRegio

Innovation

foodRegio

Public

foodRegio

FOODREGIO INFORMATION

• TechTrendDays and focus sessions • Information events (broader scope) • Internal information platform (who is who,

competence mapping • Working groups • Involving universities (technological focus) • Broadening university courses • foodRegio Website

Demand, Success Factors, Action Fields

F „foodRegio Public“ Public awareness

E „foodRegio Qualification“ Qualified staff

D „foodRegio Innovation“ Create Innovation

C „foodRegio Information“ Exchange knowledge and information

B „foodRegio Structur“ Structure of cluster actor

A „foodRegio Culture“ Culture of cooperation

Action Fields zu den Demand / success factors

Group Working

Definition of cluster specific actions fields

Grouping the most important services to actions fields

Group Working

Priorisation of services and actions

Select seven most relevant services previously identified

Priorisation of Services / Actions (I) lo

w

mo

de

rate

h

igh

Impact

on c

luste

r m

em

bers

Effort to implement (time, costs, complexity)

high medium low

7

6

5

4

3

2

1

Priorisation of Services / Actions (II) lo

w

mo

de

rate

h

igh

Num

ber

of

clu

ste

r m

em

bers

benefiting

Effort to implement (time, costs, complexity)

high medium low

7

6

5

4

3

2

1

Action Period Responsibility Resources

Action Planning

Action Planning

Description of action Implementation period Responsibilities Resources

U = Companies

Ö = Public sector

W = Dev. agencies

M = Multiplicators

Services and who will Benefit

Calculation of Resources for Staff in Cluster Organisation

0

0,5

1

1,5

2

2,5

3

3,5

4

Jahr 2011 Jahr 2012

Ca

pa

city (

Pe

rso

n m

on

th p

. a

.)

Calculation of „Fair“ Public Funding Share

Unternehmen

45%

Politik / Verwaltung

35%

Wirtschaftsförderer

10%

Verbände, Kammern,

Gewerkschaften

10%

= 55 % public funding share needed

Firms

Policy / administration

Developing agencies

Multiplicators