1. 2010 Benchmarking klastrów w Polsce - 2010 Gerd Meier zu Köcker Benchmarking jako instrument poprawy jakości zarządzania Warszawa, 14 października 2010 Clusters in Germany: Experience, Development, Financing and Support Policy

2. Clusters in Germany: - Experience, Development, Financing and Support Policy - Gerd Meier zu Köcker, Director General Agency Competence Networks Germany Warsaw, October 14th, 2010

3. page 3 Framework conditions Areas of Cluster Policy Intervention Cluster actors Cluster organisation

4. page 4 Survey of Cluster Support Initiatives in Germany Förderung regionaler Netzwerke Mecklenburg-Vorpommern Federal Level Federal State Level RegioCluster. NRW Cluster Offensive Bayern Cluster- Orientierung der Regionalpolitik in Brandenburg BioRegio- Wettbewerb InnoRegio Kompetenznetze.de Clusterprozess Mitteldeutschland Innovationsstrategie Berlin Innovationsstrategie Saarland 2007200620052004200320022001200019991995 Clusterpolitik Schleswig- Holstein Spitzen- cluster- Wettbewerb InnoProfile Strategische Partnerschaften BioPharma- Wettbewerb BioIndustrie2021 Lernende Regionen 2008 Regionaler Clusterwettbewerb Baden-Württemberg Förderprogramm für Kooperations- netzwerke Hessen GA-Förderung für Cluster NEMO ZIM- NEMO 1993 Hessischer Clusterwettbewerb Hessen

5. page 5 The Initiative is run under the patronage of the Federal Ministry of Economics and Technology (BMWi) gathers and supports the best 102 regional networks / clusters in Germany can be considered as ”Club of the Best Innovation Networks” in Germany provides tailor-made support for its members aims to further strengthen its member clusters has ambitious selection criteria in force

6. page 6 Some Success Factors for Sustainable Cluster Development Cluster emergence Sustainable financing Cluster management skills Spectrum and quality of tailor-made services provided by the cluster management Added-values provided by the cluster management Sustainable cluster strategy

7. page 7 Success Factor I: Cluster Emergence Bottom-up network  decentralized governance, industrial driven  cluster manager mostly appointed by the cluster  mainly privately financed  political influence: low Top down network, externally initiated  centralised, externally governed  network coordinator mostly nominated by the initiator  political influence: high, mostly initiated by governments on regional or national level or business development agencies Top down network, internally initiated  centralised, internally governance  lead organisation acts mostly as network coordinator, also emerged and dominates the network  political influence: varying

8. page 8 Cluster Performance vs. Type of Cluster Emergence Data source: Member clusters of Competence Networks Germany, 2008

9. page 9 Success Factor II: Sustainable Financing Data source: Member clusters of Competence Networks Germany, 2009 Source of financing of cluster organisations

10. page 10 Development of private and public financing shares over time Success Factor II: Sustainable Financing Data source: Member clusters of Competence Networks Germany, 2009

11. page 11 Success Factor II: Sustainable Financing Data source: Member clusters of Competence Networks Germany, 2009 Distribution of shares of private financing of cluster organisations

12. page 12 Success Factor II: Sustainable Financing Data source: Member clusters of Competence Networks Germany, 2009 Cluster organisations tend to perform better when sustainably financed

13. page 13 Success Factor III: Cluster Manager Skills Data source: 75 out of 110 member clusters of Competence Networks Germany Sustainable financing vs. cluster management skills

14. page 14 Indicators for Sustainable Cluster Development Size of cluster compared to the regional potential High share of active members High commitment of key actors Dedicated legal constitution Traceable improvement of competitiveness of the cluster firms Added values and additionality provided by cluster management Sustainable financing of cluster organisation High share of private financing Professional cluster management Stability of the cluster development Visibility and reputation High commitment of local actors from industry, science and policy

15. page 15 Current Hot Topics in Cluster Matters Sustainable financing Cluster management excellence Benchmarking of cluster organisation Peer assessments Cluster managements as innovation service providers for cluster firms New innovative services Contribution to sustainable financing New approaches for internationalization Branding of cluster regions

16. page 16 Benchmarking of Cluster Organisations Based 60 indicators and 7 sub-dimensions Focus on cluster organisations, but also cluster related indicators are regarded Voluntary moderated self-assessment No raking or rating Reasonable efforts High flexibility in terms of comparative portfolio and indicators to be applied Findings can easily demonstrated to interested parties http://www.clusterobservatory.eu/library/100183.pdf

17. page 17 A Look Forward: Clusters in 2013

18. page 18 A Look Forward: Clusters in 2013

19. page 19 A Look Forward: Clusters in 2013

20. page 20 Cluster Funding 2015 – Trends in Germany Focussing on existing clusters rather than to create new ones From institutional cluster funding towards project-based financing of cluster management services Significant reduction of funding rates Public authorities only pay for services that are provided for public interest Entrepreneurship, regional marketing, education, etc. Intended for matured clusters Funding of introducing new services for cluster management No funding of cluster management at all Supporting of introducing new services Creating better synergies between existing instruments On regional, national and European Commission level Using clusters to increase additionality of other innovation support programmes

21. page 21 The Way Forward Towards Harmonised Cluster Management Excellence Approaches The Nordic-German-Polish Cluster Excellence The Nordic-German-Polish Cluster Excellence About 150 cluster organisations will be voluntarily benchmarked Initiated by Most participating cluster organisations are already labelled according to national priorities Leading National Programme Owners build the consortium Denmark, Finland, Germany, Iceland, Norway, Poland and Sweden) Purpose: Promote cluster management excellence within Europe Promote mutual learning by comparing cluster organisations Testbed for harmonised and internationally recognised Benchmarking criteria Application of indicators developed within EC-projekt European Cluster Excellence Initiative

22. page 22 Thank you very much for your attention ! Agency Competence Networks Germany c/o VDI/VDE Innovation + Technik GmbH Steinplatz 1 D-10623 Berlin Germany Tel.: +49 (0) 30 310078-118 Fax: +49 (0) 30 310078-222 E-Mail: mzk@vdivde-it.de www.iit-berlin.de/veroeffentlichungen

23. page 23 Benchmarking of cluster managements reveals different advantages compared to other approaches: Comparison with others  reveals the current position compared to others / to the best  shows specific strengths and weaknesses  stimulates a process of continues improvement  motivates to learn from the best  provides findings which can be used in the practical work  gives policy makers valid information about the competitive position of a cluster compared to others Results of the benchmarking directly support the cluster management in the effort of improving the value and efficiency of the cluster for its members and stakeholders Benchmarking of Clustermanagements - Why?

24. page 24 Pattern of the 7 Sub-dimensions Compared to a „Perfect Cluster“