Key skills for successful cluster management. Werner Pamminger

Transcription

1

2 Key skills for successful cluster management Werner Pamminger

3 Geographical location of Upper Austria Distance from Linz London 600 Brüssel Prag München Bratislava Zürich 300 miles km 155,3 250 Prag 161,5 260 Bratislava 186,3 270 München 372,6 580 Zürich 558,9 940 Brüssel 745, London Page 3

4 Linz & Upper Austria In Upper Austria 17% of the Austrian population* generating 25% of the total industrial production and 25% of the total goods exports of Austria. 4% R&D quota** * Population Austria: 8,45 mio., Upper Austria: 1,42 mio ** Target 2020 The area around the capital city of Linz is therefore considered as the leading economic region in Austria. Pictures: Land OÖ-Schimpl, Silhouette, TV Linz-Röbl Page 4

5 Linz & Upper Austria Austria s leading economic region Dynamic economic situation GDP growth 2014 at 1.9%* Lowest unemployment rate in the European Union 2013: 5.1% Job growth 2004 to 2013: additional jobs Great location between Munich, Vienna and Prague with perfect roads (train, flight, shipping, road) Top-location for international companies and EU / world market leaders Pictures: Rosenbauer-Panther, Werner Leutner, Engel Page 7

6 Merger of TMG, Clusterland, CATT, Wipark into Business Upper Austria since October 1st, 2014: 65% 15% 15% 5% Wirtschaftspark GmbH Page 6

7 Core strategy of Clusterland Upper Austria Page 7

8 Foundation of clusters & networks Plastics Automotive 2013 Ecoenergy (Upper Austrian Energiesparverband) Furniture & Timber Health Technology (since 2005) Information Technology Resource- and Energy Efficiency Food (Upper Austrian Chamber of Commerce) 2002 Mechatronics 2003 Human Resources Environmental Technology Until Network Environmental Technology Logistics (Association for Network Logistics) Page 8

9 Organisational details not profit but performance orientated Founded 1992 Organization Shareholders Advisory Board Partners Cluster- and Network Cooperation Projects Events GmbH (Ltd.) TMG (65%), Chamber of Commerce (15%), Chamber of Labour (15%), Federation of Austrian Industry (19.5%) 8 14 company representatives per cluster/network 1,882 companies (84 % SME); 266,000 employees; 65 bn turnover 397 with 1,654 partners (since start) 1,770 with about 67,000 participants (since start) Budget ~ 6.4 mil. (2013) Employees 41.3 (full time equivalent) Self financing ratio Total 70%; specific clusters about 80% As per Page 9

10 Facts & Figures of cluster partners Clusterland Upper Austria Start Partners SMEs (~in %) Sales bn Workforce thds Automotive 07/ ,2 82,6 Plastics 04/ ,4 52,2 Furniture & timber construction 01/ ,8 15,9 Health Technlogy 03/ ,7 43,2 Mechatronics 01/ ,0 56,8 Environmental Technology Resource- and Energy Efficiency 01/ / ,5 15,0 Information Technology 01/ k.a. 4,4 Human Resources 01/ k.a. k.a. k.a. TOTAL (cum.) 1, (avg.) 64,6 270,1 Per Page 10

11 Selffinancing in % PPP-financing Self-financing of cluster initiatives 100,0% 90,0% 80,0% 70,0% 60,0% 50,0% 40,0% 30,0% 20,0% 10,0% 0,0% AC KC MHC GC MC NDM NHR UC NREE Page 11

12 Benefits for cluster and network partners Information platform as springboard for increased success Databases, counseling interviews, quarterly journals, company directories Knowledge transfer and management in the network Regular specialised events; 1,770 events with 67,000 participants Initiating and supporting cooperation projects 432 cooperation projects with 1,784 partners; 66 % new products, 26 % new production processes, 8 % specific qualifications Positioning the partners both home and abroad Technology presentations, branch image, trade fairs Information and Communication Qualification Cooperation Marketing & PR Supporting companies as they enter new markets Cooperations with European regions, EU-projects Internationalisation Page 12

13 Innovation through cooperation counseling interviews print media newsletters databases 1,500 counseling interviews p.a. 29,000 newsletter subscribers 46,000 DB documents Infoplatform Qualification symposiums. workshops study trips contact meetings About 1,770 events with 67,000 part. in 15 years, 190 events with 6,000 part. p.a. Support of the cooperation process Permanent Cooperations Lighthousetower projects Cooperationprojects government funded projects EU-Projects exchange of experiences Within the last 15 years: 432 projects with 1,784 companies, 1,016 cooperative measures. Page 13

14 Initiating and supporting cooperation projects Establishment of contacts between potential project partners Round table meetings involving companies interested in cooperation Support during the grant application process Since 1998 active initiation of 432 cooperation projects with 1,784 companies 1016 cooperative measures Currently 23 national & EU projects Page 14

15 Description of cooperation-process Starting point: events market observation company visits advisory board Support in: moderation project structuring proposal writing ev. submission for funding Support in: preparation of interim reports preparation of the final report idea find partners structuring project kick-off implementation dissemination Support by: newsletters contacts database company visits Support in: moderation administration cooperation agreements Working out of: press information press conferences events Project preparation Page 15

16 Cooperation project overview (cluster initiatives) Total number of projects since start (submitted, on-going and completed projects) Total participating partners since start (incl. double entries) AC KC MHC GC MC UC ITC ,741 Cooperative initiatives since start 1,137 Total Funding volume mil. Total Project volume mil. app. 1:4.5 reference date: excl. projects of LC, OEC Page 16

17 Cluster organisations? TOP-DOWN OR BOTTOM-UP page 17

18 Top-down vs. bottom-up approach SET-UP top-down OPERATIONS bottom-up page 18

19 Top-down SETUP Start for cluster organisations in the strategic program Strategic Program Upper Austria Seed-financing in the beginning, private-public-partnership after start-up phase (integrated) agency as carrier for the cluster organisations Synergies through common back-office solutions TOP-DOWN page 19

20 Bottom-up OPERATIONS No top-down issues or priorities on issues Governance through branch advisory boards Focus on company visits through cluster-staff Focus on innovation through cooperative-projects Young, motivated employees + senior branch consultants (temporary in the start-up phase) BOTTOM-UP page 20

21 Our core competencies: we know, who knows what Working with company groups CRM Increase in profit through innovative products / services Project Management GOAL! Optimization of costs or resources through collaboration Page September 2015

22 Cooperation is an Upper Austrian Core-competence Page 22

23 The core issue in cluster Management: TRUST page September 2015

24 TRUST the golden rules of TRUST needs touch TRUST needs time TRUST is tought! page September 2015

25 Werner Pamminger CEO Business Upper Austria