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Advansis Oy, Itlahdenkatu 22 A b, FI-00210 Helsinkiwww.advansis.fi

EUROPEAN CLUSTERS AND CLUSTER INITIATIVES

Tarmo Lemola

International Forum of Clusters 2007

Hermosillo, Sonora 2-3 May2007


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OUTLINE OF THE PRESENTATION

1. EUROPE FACING THE FUTURE

2. CLUSTERS THEORY AND PRACTICE

3. EXAMPLES OF EU CLUSTER INITIATIVES


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CLUSTERS IN EUROPE?

Tentative answers to the question:

There are not any clusters in Europe.

There are a lot of organically developed anddeveloping clusters.

There are not necessarily clusters created by

political decision making. There are several cluster initiatives at EU and

regional levels.


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1. EUROPE FACING THE FUTURE


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THE LISBON STRATEGY

The union today has set itself a new strategic goal for

the next decade: to become the most competitive

and dynamic knowledge-based economy in theworld, capable of sustainable economic growth with

more and better jobs and greater social cohesion.

March 2000


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THEMES IN THE LISBON STRATEGY

Global economic competition, the internal market

and employment

Rapid technological change, the knowledge society

Environmental sustainability

The european social model, inclusion, political

legitimation through civic engagement


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CRITICAL TRENDS IN EUROPE

Productivity falling behind

Failing to capitalise on the application of ICT

Losing out as large firms globalise their R&D

Locked into unmodernised traditional sectors andunderinvesting in services R&D

Fragmented markets across the national boundaries of the

Member States

Rising demographic challenges (declining birth rates and rising

life expectancies)


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INNOVATIVE PERFORMANCE OF EU COUNTRIES

Innovative leaders

Finland, Sweden, Denmark

Intermediate countries

Austria, Belgium, Netherlands, UK, Germany, France andItaly

Trailing countries

Spain, Lithuania, Slovenia, Czech Republic, Hungary andSlovakia

Laggards Portugal, Greece, Estonia, Latvia and Poland

Source: Anthony Arundel & Hugo Hollanders, MERIT, Innovation Strengths and

Weaknesses. European Trend Charton Innovation, December 5, 2005


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NEW CROSS-SECTORAL INITIATIVES

Competitiveness

Energy and the environment

Intellectual property rights

Regulation Industrial research and innovation

Market access

Skills Managing structural change


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NEW SECTOR-SPECIFIC INITIATIVES

Pharmaceuticals

Biotechnology

Chemicals industry

Defence industry Space

Information and communication technologies

Mechanical engineering


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THE BIG CHALLENGE FOR EUROPE:

JOINING FORCES FOR BETTER

COMPETITIVENESS


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2. CLUSTERS THEORY AND PRACTICE


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Various approaches to clusters

Erik Dahmen: industrial blocks

Michael Porter: diamond

Freeman & Lundvall: innovation systems

Carlsson, Stankiewicz & Jacobsson: technological systems

Franco Malerba: sectoral systems of innovation Etzkowitz & Leydersdorff: The Triple Helix of University-

Industry-Government


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Favourable Innovation Environmentfor Industry

FIRM

Appropriate R&D funding

arrangements Access to top-level

research

Access to high

quality experts and

labour; mobility;respect for diversity

Favourable regulatory

environment; harmonized rules;

IPR provisions; company

statutes; taxation, etc.

Rich fabric of private

partners enabling vertical

and horizontal integration

Efficient

VC markets

Efficient internalmarket conditions;

cost efficiency


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Typical characteristics of attractive innovativeenvironments

Universities and centres of academic excellence

Entrepreneurs with marketable ideas and products

Core of successful large companies

Quality management teams and talent Sources of early stage venture capital

Supportive infrastructure

Affordable space for growing businesses Access to capital markets

Attractive living environment and accommodation


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Cluster typologies

Common cluster types

Industrial clusters (user-producer linkages)

Technology / competence clusters (complementarylinkages, new, international)

Regional clusters (innovation ecology, strong history) Networks (business networks, social networks, social

capital)

Life cycles of clusters and relevant policies Emerging clusters (encourage, coordinate, facili tate)

Growth clusters (facilitate growth, support)

Mature clusters (revitalise, renew)


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Typical Process for a Cluster Strategy

The Challenge -> general trend analysis, mapping

Getting cluster stakeholders together

Shared view on common goals -> winning commitment

Assessment of cluster specific needs vs. support

Selected pol icy options -> strategy

Cluster specif ic action plan -> mobilisation of actors

Reviewing available benchmarks

Results, benefits, communication


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Most common cluster actions*

Slvell et al:

The Cluster Initiative Greenbook


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EXPECTED RESULTS OF CLUSTER ACTIONS

Analytical results

Actions

Social capital


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Analytical results

Knowledge on the level of innovation, growth fields, future

expectations, stability & threats

Identification of lead companies and their success factors

Identification of key bottle-necks in development

Understanding the cluster dynamics, the unique culture Identification of key partners, key products & markets

Creation of a need for external services & collaboration

Areas for public-private partnership & role of intervention


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Actions

Mobilisation of actors, informal and formal connectivity -championing

Facil itating collaboration across sectors

Activation of public-private partnership in education, R&Dand innovation

Setting up joint structures: incubators, developmentplatforms

Organisation of system providers / producer -networks

Raising cluster specific funding (VC, research funding, etc)

Init iating new ideas, projects and ventures


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Social capital

Raising awareness of a cluster interest - brand development

Gathering of competencies & resources from different fields

A joint strategy for a cluster, with an action plan &implementation

Culture, methods and processes for joint operation!

Most of all - a mutual learning process!


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3. EXAMPLES OF EU CLUSTER INITIATIVES

EUROPE INNOVA

EUROPEAN TECHNOLOGY PLATFORM


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Europe INNOVA

Sectoral Innovation Watch

Cluster Mapping

Innovation Panels

Cluster Networks Financing Networks

Standards Networks

Innovation Management


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Europe INNOVA Cluster Networks

Automotive

Biotechnology

Eco-innovation Food

ICT

Optics Space

Textile


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AUTOMOTIVE NETWORKS

BELCAR (Bench Learning in Cluster Management for the

Automotive Sector in European Regions) Upper Austria, East England, Lombardy, West Pannonia,

Stuttgart, and Catalonia

TCAS (Transnational Clustering in the Automotive Sector)

Germany, Poland, Slovenia, France, UK, Netherlands

A network is a learning platform to enable members of thenetwork to identify, analyse and share good practices in

cluster management.


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European Technology Platforms

Bring together all interested parties in a particular

sector. The sectors are chosen for the strategicimportance to contribute towards the EUs goals ofknowledge-based growth, competitiveness andemployment.

Foster effective public-private partnership and bringtogether key stakeholders, under the leadership ofindustry, around a shared vision for the development

of the technologies concerned. Define the necessary research and technical

priorities in the medium-long term for the sector.


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Preparation of Technology Platforms

1. Stakeholders get together and define a commonvision to resolve R&D bottlenecks defined byindustry

2. Stakeholders define a Strategic Research Agenda3. Implementation of the Strategic Research Agenda

ETPs mobilise a range of public and private sources,including industry, international, national and regionalprogrammes and the financial markets (EuropeanInvestment Bank, Structural Funds)


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EUROPEAN ICT TECHNOLOGY PLATFORMS

ARTEMIS (Embedded systems)

eMobility

ENIAC (Nanoelectronics)

EUROP (The European Robotics Platform) ISI (Satellite Communications)

NESSI (Networked Software and Services)

NEM (The Networked and Electronic Media Initiative)

Photonics21

EPoSS (Smart Systems Technologies)


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CONCLUSIONS: lessons from cluster projects

Many definitions, many interpretations - no ideal type of a

cluster, nor absolutely best policies. Focus on activating clusters rather than creating them.

Involvement and commitment of all key stakeholders (leadcompanies) is crucial.

There is a need for public intervention, but the effective role ofpublic intervention varies according to each situation(inititation, consulting, financial support).

Cluster initiatives should be as part of a broader strategy

improving business environment in a particular region orcountry.


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GRACIAS!

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