Slide 1 Title Slide- Including your names and job titles ... · 2016 Creation of a co-working group...

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CLUSTERS3 Conference: Powering Innovation & Building Capacity

Jo Scott

Conference moderator

Noel Lavery

Department for the Economy

Kristianne Paasche Line Magnussen

Innovation Norway

A small country perspective on a big policy agenda

The beginning

Development stages

The Norwegian Cluster program 2.0

Agenda

The beginning….

Shooting for the star in 1990

Two academic books with great impact on the Norwegian Cluster Programme

2001 2012

2002 2012

Young people`s courage Academic support

A brief history of Norwegian cluster program

Five pilot clusters

2002-2006 2000-2002

NIC started out as a pilot, but quickly developed into a more sophisticated program to support Norway’s need and strengthen our competitve advantages

Norway’s exports 2006

Five pilot clusters

2002-2006 2000-2002

The clusters out grew us, and we needed yet another level

2006-2012 Norway’s exports 2012

Back in 2012 we were ready for a further development of the program, BUT

Wages are up Interest rates are low No unemployment Strong currrency

Five pilot clusters

2002-2006 2000-2002

International megatrends influenced the program’s structure and means

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2006-2012

A process industry cluster

- working towards a sustainable future

In enters the sustainable industry cluster: Eyde

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Aluminium

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Fertilizers

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Ferro alloys, Silicon

The Norwegian Process Industry Roadmap - Combining growth and zero emissions by 2050

Sustainability is a precondiction in every project - circular economy the tool they use

Far from all of the clusters have been sucessfull

Before leaving the recent history……

H2020

The water shuttle – electric ferry

The Norwegian Cluster Program v 2.0

Five pilot clusters

2002-2006 2000-2002

The Norwegian cluster program 2.0 is in the making

2006-2012 2012-2017

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Key findings from the evaluation

1. Increased value creation in the cluster companies

2. Stronger innovation power in the cluster companies

3. Mature and well functioning clusters can do more in developing new innovation ecosystems

The Norwegian Innovation Cluster Program 2.0 – three distinct development phases whit clear entry gates

1. Identify 2. Develop 3. Build

A strong learning and development plattform

Why ? What ? How ?

The Norwegian Innovation Cluster Program 2.0

1. Identify 2. Develop 3. Build

A strong learning and development plattform

Why ? What ? How ?

The untapped potential

Network management

Cooperation processes

Cluster development

Relationship projects

Competence concepts

Innovation concepts

Ecosystem concepts

1 year 10-50.000 €

1-4 years € 150.000

Unlimited

Sweeping before our own door by digitalizing the cluster program

• Forsterket samhandling mellom aktørene

• Felles langsiktig og strategisk fokus

• Økt innovasjons- og kommersialiseringsaktivitet

• Bedre tilgang på relevant kompetanse

• Økt synlighet og attraktivitet

• Sterkere internasjonale koplinger

Økt konkurranseevne

Hva skal klyngeprosjektene oppnå?

Vincent Dugré

TCI Board Member and Cluster Practitioner

Building cluster capacity

Vincent Dugré Cluster practitioner

Industry Perspective: Learning journey from inception to

success; best practice from Canadian Clusters

The Quebec ground transportation cluster and the

precompetitive research consortium Innov-ÉE

Clusters3 Northern Ireland conference

March 13, 2018

BUILDING CLUSTER CAPACITY

Miles stones 2000: Creation of the specialty vehicles and transportation equipment manufacturer’s association 2005: Centre-du-Québec regional cluster 2007: Estrie, Laurentides and Montérégie regional clusters 2008: Interregional committee and strategy development 2010: Quebec government support the national alliance requested by the industry. 2011: Merge of the 4 regional cluster and the AMETVS by inclusion into the corporation of the association, formal lunching of the Québec ground transportation cluster and new branding introduction 2012: National tour and consultation for the development of a 5 years actions plan and election of the first board of direction under the new governance system. 2013: Development and creation of the precompetitive research consortium Innov-EE on energy and electric vehicles. 2016 Creation of a co-working group with the Montreal ITC Cluster. 2017: Creation of the Quebec Industrial cluster for electric and smart vehicles 2018: Proposal: Mobility technology Cluster under the Canadian SuperCluster initiative

BUILDING CLUSTER CAPACITY Enhance the competitiveness of companies in the ground transportation industry by

setting up a national cluster activated by strategic alliance and regional leadership


Definition The Québec Ground Transportation Cluster brings together all of Québec’s industrial, technical, scientific and government stakeholders working in the ground transportation value chain.

Mission

To create a strong and unified hub for the ground transportation sector in Québec, one that will take action to encourage the industry’s mobilization, growth, competitiveness and influence, and ensure its long-term development.

Vision By 2020, the Québec Ground Transportation Cluster will be a world leader recognized as a hub of specific competences at the forefront of world market trends, bringing innovative companies working together along sustainable development.


Four strategic directions

1. Manufacturing excellence

2. Market development

3. Innovation

4. Promotion and mobilization


Our strategy to create the national cluster based on the success of the regional cluster and the membership of the industry association.

A two phase bottom-up strategy base on the benefits for each stakeholder, especially the companies.

The Quebec precompetitive research consortium on energy and electric vehicles prioritizes joint projects between companies and organizations

conducting research.

It is a platform for the development and financing of collaborative research and co-creation projects that bring together companies, organizations or

NPOs and public research institutions.

These collaborations make it possible to share the costs and risks inherent in certain research projects, to bring public research closer to industrial

needs and social challenges.

They facilitate the transfer of knowledge and promote the creation of strategic alliances.

In addition, they contribute to the search for the financing necessary for the realization of demonstration projects and the transfer, in the long term, of

technologies to companies that will exploit them.

The governance is a mix of the different stakeholder that are contributing to the consortium activities.

BENEFITS FOR INDUSTRIALS

Partnership

• Access to an innovation network with a very developed R&D culture in aerospace, energy and ground transportation

• Direct contact with OEMs' decision-makers and knowledge of their R&D needs

• Easier access to participation in the technology supply chain

• Collaboration from the best Canadian and international university researchers

• A generic IP agreement accepted by all partners of the consortium and participants in the projects

• Subcommittees that look out for businesses' interests

• Access to the Community Web platform

• An experienced team in partnership development


Training and recruitment

• A pool of highly qualified future employees trained through targeted research projects related to real issues

• Advanced-level university students for company internships

• Expertise from student-researchers who could become new specialized personnel for your company

• More interactions between industrial specialists and student-researchers


Funding

• A very high leverage effect of your investment in the projects, leverage of $1 / $8 (can go as high as 30x the cash value invested by an SME in a multi-partner project)

• Support from various funding agencies to achieve your R&D strategy

• Access to state-of-the-art equipment at very competitive costs

Innovation Capacity

• New skills development of key technology areas in the industry

• An R&D strategy adapted to the needs of SMEs

• An open innovation culture that accelerates the technology development cycle

The ideal cluster: An optimal and connected network where the actors collaborate.

BUILDING CLUSTER CAPACITIES CONNECTIVITY


CONNECTIVITY

INDUSTRY 4.0

ECOSYSTEM

DIGITIZATION

The cluster effect is a phenomenon that can be enhanced based on best practices, connectivity and people

interaction.


CONNECTIVITY

INDUSTRY 4.0

While Industry 3.0 focused on the automation of single machines and processes, Industry 4.0 focuses on

end-to-end digitization of all physical assets and integration into digital ecosystems with value chain

partners. ECOSYSTEM

DIGITIZATION

Industry 4.0: Building the digital and connected cluster


CONNECTIVITY

INDUSTRY 4.0

Position key competencies of enterprises on different value chains; Enable all companies (small, medium and large) to make themselves known to the entire ecosystem; Achieve a clear picture of sectoral or thematic ecosystems; Simulation capacity of different supply chains.

ECOSYSTEM

DIGITIZATION


CONNECTIVITY

INDUSTRY 4.0

Build intelligent inventory of sector competencies; Obtain business intelligence, technological expertise and competitive analysis in order to make decisions based on real-time data; Enhance visibility of a particular market niche within the cluster when needed; Help promote your competitive advantages to engage in internationalization.

ECOSYSTEM

DIGITIZATION


CONNECTIVITY

INDUSTRY 4.0

Increase monitoring capacity for cluster organizations or clusters initiatives; Target and select foreign direct investment; Support open innovation projects and communities; Increase quality and flows of strategic information to members. ECOSYSTEM

DIGITIZATION

Thank you!

Vincent Dugré

Cluster Practitioner

[email protected]

Member of the board – TCI NETWORK

mailto:[email protected]

Academic Perspective- Panel Discussion

Exploring the roles knowledge institutions can

play in supporting clusters

Rodney McAdam, Ulster University

James Wilson, Orkestra-Basque Institute of Competitiveness

Why academia is often the weak link?

How universities can contribute to laying

the ground for better collaborative

dynamics in clusters

Specific measures that could improve the

engagement of academia in clusters

Slide 1 Title Slide- Including your names and job titles ... · 2016 Creation of a co-working group...

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