EUROPEAN CLUSTERS AND THEIR FUTURE Dr. Gerd Meier zu Köcker Director iit – Institute for Innovation and Technology Ankara, 5 June 2013

2 Outperformers Are More Open-minded to Innovate with Partners Key lessons from the global IBM study 2012

3 Looking back……

4 Size of Clusters

5 Regional Concentration

6 Governance of Clusters

7 Cooperation Requests from Outside

8 Visibility

9 Key Challenges ahead Future cluster policy must … Better syncronised More predictive More efficient More tailor-made Higher impact Cluster excellence Cluster policy excellence Cluster excellence Cluster policy excellence

10 Cluster Policy Has to be Better Synchronized Coordination with business development programs Coordination with R&D / innovation programs

11 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 !?

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

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

14 Towards a More Tailor-made Cluster Policy Cluster leagues

15 Towards a More Tailor-made Cluster Policy Importance of different support schemes National champions World-Class clusters New clusters Importance of supporting R&D Importance of Clustermanage- ment Excellence Importance of internationa- lisation Investment needed

16 Source: Lämmer-Gamp, Meier zu Köcker, Christensen, Clusters are Individuals, 2011 Cluster Management Excellence as Key Success Factor

17 Relevance of expectations low moderate high Very high High Moderate Low Very low Level of satisfaction Case study: Monetary added-value for SMEs in an Automotive cluster Focus on what is Really Important for Cluster Actors

18 Ideas Analyses Development Monitoring Evaluation Commitment Execution Commercialisation Involvement of cluster managers in the innovation process Project management Innovation management Where Cluster Management Can Provide Added Value within the Innovation Process

19 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

20 EUR / p. a. Very active Quite active Quite inactive Higher Intensity of Involvement of Cluster Firms to Higher Monetary Impact none

21 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