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PRACTITIONERS PRESENTATION 
GETTING LONG TERM SUSTAINABLES CLUSTERS THROUGH CLUSTER INCUBATORS SUPPORT. 
ABSTRACT 
The Track 3.2 New cluster policies and cluster evaluation, of the 17th TCI GLOBAL CONFERENCE, point out a very essential thinking: After a little more than 20 years of cluster policies, it seems that there is still an important debate in what to consider an efficient cluster policy. There are ongoing criticisms to the cluster approach and its efficiency to foster local development. A lot of resources have been invested to implement cluster initiatives all around the world. What have we learned?. There is no doubt about that the return of the investment in promoting cluster initiatives along the world is very poor. ¿How many cluster initiatives survive more than 5 years?.¿How may cluster organizations are successful providing add value services to their companies?. 
Only few cluster organizations reach the critical size to maintain a high performance. Cluster managers have a difficult task to do. They are long-distance runners and they cannot afford it alone. 
A very common tool in industrial policy is to have incubators or accelerators platforms to provide support on business creation and development. It is very common in individual business. These organizations provide entrepreneurs with support along all the evolution process, starting from the idea and reaching company consolidation, and include services such as business opportunities, technical assistance, coaching or market development. 
In a similar way, cluster incubators should support cluster initiatives along all its life cycle: starting, development and maturity, providing them with support services for each stage. In an optimal Add Value Chain for the cluster organization services, cluster incubators should develop all the Support Activities in the Value Chain, cluster managers the Value Activities closer to the clients and specialized consultants the Value Activities more innovation oriented. Can Upper Austria or Medellin be two different examples of this paradigm?.

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Abstract Ponencia TasoCluster en TCI Network 2014 (Monterrey)

  • 1. PRACTITIONERS PRESENTATION GETTING LONG TERM SUSTAINABLES CLUSTERS THROUGH CLUSTER INCUBATORS SUPPORT. ABSTRACT The Track 3.2 New cluster policies and cluster evaluation, of the 17th TCI GLOBAL CONFERENCE, point out a very essential thinking: After a little more than 20 years of cluster policies, it seems that there is still an important debate in what to consider an efficient cluster policy. There are ongoing criticisms to the cluster approach and its efficiency to foster local development. A lot of resources have been invested to implement cluster initiatives all around the world. What have we learned?. There is no doubt about that the return of the investment in promoting cluster initiatives along the world is very poor. ¿How many cluster initiatives survive more than 5 years?.¿How may cluster organizations are successful providing add value services to their companies?. Only few cluster organizations reach the critical size to maintain a high performance. Cluster managers have a difficult task to do. They are long-distance runners and they cannot afford it alone. A very common tool in industrial policy is to have incubators or accelerators platforms to provide support on business creation and development. It is very common in individual business. These organizations provide entrepreneurs with support along all the evolution process, starting from the idea and reaching company consolidation, and include services such as business opportunities, technical assistance, coaching or market development. In a similar way, cluster incubators should support cluster initiatives along all its life cycle: starting, development and maturity, providing them with support services for each stage. In an optimal Add Value Chain for the cluster organization services, cluster incubators should develop all the Support Activities in the Value Chain, cluster managers the Value Activities closer to the clients and specialized consultants the Value Activities more innovation oriented. Can Upper Austria or Medellin be two different examples of this paradigm?.