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Removing the barriers to collaborative network development amongst cluster stakeholders Brno 30 May 2005 Ifor Ffowcs-Williams Cluster Navigators Ltd New.

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Presentation on theme: "Removing the barriers to collaborative network development amongst cluster stakeholders Brno 30 May 2005 Ifor Ffowcs-Williams Cluster Navigators Ltd New."— Presentation transcript:

1 Removing the barriers to collaborative network development amongst cluster stakeholders Brno 30 May 2005 Ifor Ffowcs-Williams Cluster Navigators Ltd New Zealand

2 Business Culture “The key problem for small firms is not their size, but their isolation” Seminar - Local Systems of Small Firms and Job Creation OECD Paris

3 Ensuring private sector ownership, leadership of the clustering initiative “Innovation Norway owns and directs the project” Innovation Mountain Tourism Cluster, Norway

4 Gaining broad agreement on the cluster’s strategic direction The Preferred Future Establishing a stretch challenge

5 Carefully define the cluster 1. Move from generic descriptors, e.g.: Food & beverages IT Light manufacturing Biotech 2. Avoid broad regions Western CZ 1. Identify specific competencies: Airline catering Wireless software Tableware Animal remedies 2. Narrow boundaries Karlovy Vary

6 Opening up communications within the cluster Web sites, Newsletters Cluster directory …who’s who? Regular meetings with social time At company premises Workshops to establish common agendas Establishment of temporary task forces Competitors joint addressing common roadblocks, opportunities

7 Early benchmarking visits Team visits to related clusters Especially more dynamic clusters in other countries Opportunities for joint learning, the development of joint action Provides ‘Data shocks’ Drives early action, and team engagement

8 Moving early into action Portfolio of initiatives, projects Spread risks, and benefits Not wish lists for other people’s action Pick the ‘low hanging fruit’ Ensure early benefits to cluster stakeholders Just do it!

9 Don’t allow paralysis by analysis Businesses, especially SMEs, seek early pay-offs Prioritise by passion Move at the speed of business Analysis simply provides the platform for action

10 Developing one-stop-service centres E.g Biella, Italy Whole-of-government support 1.Specialised support for the textile cluster: Training Export market information Applied research Know-how transfer 2.Provides a neutral meeting place

11 Co-location of firms Eyeballing, not ing Enables subcontracting, outsourcing Incubators Science / Technology parks Coffee shops as meeting places Common physical infrastructure E.g. effluent management Specialised logistics e.g. cool storage

12 Incubator development Cape Town, South Africa Home for IT start-ups

13 Developing the cluster’s brand Creating social glue, togetherness A visual icon Udine chair cluster Italy

14 Developing the cluster’s brand Creating social glue, togetherness A visual icon Udine chair cluster Italy The cluster’s logo Oceans Advance Newfoundland

15 Video conferencing Between related but remote clusters Sharing similarities, exploring differences, making initial contacts In Australia, telephone savvy participants But to-date limited commercial interaction

16 Cluster facilitators Key change agents Kalgoorlie Australia Hawke’s Bay New Zealand

17 Facilitator’s neutral corner Facilitating linkages: Between firms Between government agencies Continually moving the development agenda forward Requires long term public funding And high level facilitation skills

18 Facilitator’s activity Building block: 1 on 1 communication Building knowledge of the key players Core firms Support firms Soft infrastructure Facilitator active in the initial cluster analysis…not contracted out Forming alliances, special interest groups as well as cluster-wide initiatives

19 Cluster workshops Identifying development priorities A key element in the cluster process, transparent Gaining broad agreement on cluster’s strategy Captures hearts and minds And motivates volunteers to take action

20 Empower private sector leadership Early (and careful) establishment of the cluster’s Leadership Group Build around the players, not the spectators Empower private sector CEOs Build on their strengths, resources, connections Establish project teams, self-destruct task forces

21 Cluster development Needs more than solo players & a magic wand!

22 Ifor Ffowcs-Williams Cluster Navigators Ltd New Zealand


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