CLUSTERS3 Conference: Powering innovation & building capacity

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CLUSTERS3 Conference:
Powering Innovation &
Building Capacity

Noel Lavery
Departmentfor theEconomy

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

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
Sustainability
Globalisation
Digitalisation
2006-2012

A process industry
cluster
- working towards a
sustainable future
In enters the sustainable industry cluster: Eyde
0
50
100
150
200
250
TONPERTHOUSANDINHABITANT
Aluminium
0
20
40
60
80
100
120
140
160
180
TONPERTHOUSANDINHABITANT
Fertilizers
0
10
20
30
40
50
60
70
80
90
TONPERTHOUSANDINHABITANT 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
Innovation
Entrepreneurs
Crossconnections

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

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
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
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
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
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
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
vdugre@prologic.cloud
Member of the board – TCI NETWORK

Academic Perspective- Panel Discussion
Exploring the roles knowledge institutions can
play in supporting clusters
RodneyMcAdam,Ulster University
James Wilson,Orkestra-Basque Institute of Competitiveness

Why academia is oftentheweak link?

How universities can contribute to laying
the ground for better collaborative
dynamics in clusters

Specific measures that couldimprove the
engagement of academia in clusters

Clustercapability building toolsand
approachestoinnovation,
internationalisation,sustainabilityand
clustermanagementcompetencies
Enric Pedros, Future Emergingand Modern Agricultural
Cluster (FEMAC)
Victor Haze, Health Valley – Netherlands
JokinGaratea, Basque CountryAssociationof Electronic
and InformationTechnology

Cluster capability building tools and approaches to
innovation & internationalization & Sustainability
Belfast, 13th March, 2018
CLUSTERS3 Conference : Powering innovation & building capacity

Introduction
FEMAC
1
Content
Belfast, 13th, 2018
Estrategy
FEMAC 4.0
2
Cluster Projects
FEMAC 4.0
3

1
FEMAC
AGRICULTURAL PRODUCTION MEANS CLUSTER

Population:
7,504,008
GDP: 200 billion
( + 2,8 % - 2015)
AM Fertilizers Phytosanitaries
Turnover
Companies
Employees
75
1.096
162 MEU 517 MEU 942 MEU
23 16
1.192 1.383
Cluster Facts
FEMAC 2018
47 Companies
2 Universities
3 Government Org
2 Tech Centers
1.000 MEU
4.768 Employees
133 Companies
1,500 Employees
1.778 MEU
Seeds
6
160 MEU
1.001
AG Tech
13
1,7 MEU
47
CAGR 2007-15
= 5,6%

THE CHALLENGE
Femac 2018
Agricultural production should be increased by 70% to
feed 2,300 Millions more, towards 2050, which means an
increase in energy demand, land degradation, water
scarcity and climate change.

OUR VISION
FEMAC 2018
Innovate and
incorporate advanced
technologies that allow
sustainable and efficient
growth of agricultural
production means

In value activities In the same strategic
segment and share
common
competitive
challenges
Of commercial
business and
productive structures
Innovation Cooperation Internationalisation
Create
value
Strengthen
synergies
Increase
competitiveness
Cluster EstrategyFEMAC 2018
A COMPETITIVE ADVANTAGE starts with ……..
……a COMMON STRATEGY within the cluster

Local, Regional, National and European
To Regional Agencies, Cluster
Members, Third Parties and Clusters.
Cluster members
Share of
Financial
Resources
63%20%
17%
PUBLIC SERVICES FEES
FEMAC financial resources
Femac 2017

In what way does CLUSTER
POLICY ensure innovation,
internationalization and
sustainability?

Clusters are key links between the competitiveness of companies and territories
Clusters
Resource : James Wilson

Cluster lifecycles imply cluster Strategy flexibility
Becoming and remaining
competitive requires constant
transformation …
… clusters move through lifecycles and may
require processes of adaptation, renewal or
transformation to remain competitive …
… Clusters must evolve with the challenges being faced and adapt transformation
FEMAC
2015
FEMAC
2017
Resource : James Wilson

Development of cluster Policies in Spain
1991
1993
2006

BUDGET 2017: 9-11 MEU
Cluster Policy in Spain
SECTOR AEI
CONSUMER GOODS
AGROFOOD
FURNISHURE &HABITAT
FASHION & TEXTILE
TOYS & CHILD
SPORTS
SHOES
25
11
7
2
2
2
1
TRANSPORT & LOGISTIC
AUTOMOTIVE
AERONAUTICAL
NAVAL
LOGISTIC
20
8
4
3
5
ICT & AUDIOVISUAL 18
INDUSTRIAL MACHINERY 13
ENERGY 12
TOURSIM 8
HEALTH & BIO TECHNOLOGY 5
TOTAL 101

Clusters Members Turnover Employees
30 >2.100 > 65 BN € 290.000
CATALONIA CLUSTER PROGRAM
Source :Mr. Alberto Pezzi , Director of Clusters ACCIÓ

Strategic
coaching
Support to
Internationalization
Training and
project
development
guidance
Networking
REGIONAL CLUSTER SUPORT
Femac 2018
Cross-clusters
workshops
Source :Mr. Alberto Pezzi , Director of Clusters ACCIÓ

REGIONAL CLUSTER SUPORT
COMMEMORATION OF THE 25TH ANNIVERSARY OF THE CLUSTER POLICY IN CATALONIA
2017

EU CLUSTER SUPORT
Femac 2018
FUNDING for internationalization CO

OPTION 01
OPTION 01
OPTION 01
NATIONAL
EU
REGIONAL
▪ PROGRAMME CONTINUOS IMPROVEMENT
▪ INTERNATIONAL CONNECTION
▪ STRATEGIC CHANGE & CROSS-CLUSTER
COLLABORATION
▪ RIS 3
▪ SUPPORT INNOVATION THROUGH
STRATEGIC PROJECTS
▪ CROSS REGIONAL COOPERATION
▪ RESPOND TO EU CHALLENGES
BENEFIT OF CLUSTER POLICY
REGIONAL & NATIONAL & EU

How does FEMAC align with
Catalan Smart Specialization
Strategy?

RIS3CAT
Europe 2020 Strategy
Catalonia 2020 Strategy
•
•
•
•
•
•
employment and training social
cohesion innovation and
knowledge entrepreneurism
internationalisation
green economy
Priorities:
•7 leading sectors
•6 KETs
•Emerging activities
•Innovation system
ClustersInternational
valuechains
Stakeholder
cooperation
Economic
specialisation
R&I
specialisation
Global trends
Catalonia’s ERDF OP 2014-2020
Support to:
•innovation and knowledge for sustainable growth
•entrepreneurism
•green economy
Under RIS3CAT priorities
Source : Albert Castellanos Maduel ACCIÓ l

KETsCloud
Digital Farming
Internet of Things
Big Data Smart Agro Management
ESTRATEGY FEMAC 4.0

GIS/GPS
SENSORS
MOBILE APPLICATIONS
ROBOTIC
PHOTONIC
M 2 M
ELECTRONICS
BIOTECNOLOGY
FOSTERING THE USE OF KEY ENABLING TECHNOLOGIESSA 4
PHITO PRODUCTS
FERTILIZERS
AGRICULTURAL FACILITIES
SEEDS
AGRICULTURAL MACHINERY
WATER
THE LAND

PROJECT PORTFOLIO
LISA
LISA
Source : IRTA

IoE-Crops
PROJECT PORTFOLIO
IoE Crops
Source EURECAT

PROJECT PORTFOLIO 2018
The development of smart farms, industries related to information and communications
technology (ICT), the uses of Key enabling technologies (KET), like everything that has to do
with the digital transformation in the field, will be of essential importance in the Innovation
Strategy of FEMAC in the next 10 years.
INTECH 3D
.
ELECTRONIC PEST
COUNTER
ROBOTRIM
Manure
Market
Place
.
Development of an
innovative and easy-
to-use technological
solution to improve
the efficiency of
integrated pest
control in citrus
production.
Design of an innovative
and easy-to-use
technological solution
to gather large suppliers
of underutilized animal
by-products (MANURE)
and potential
consumers-farmers-for
use as organic fertilizers
The objective of the
project is the
development of a
software that allows the
monitoring of the
processes related to 3D
printing in the companies
that manufacture
agricultural machinery.
The objective of the project
is to design, manufacture
and build a mobile robot to
perform pruning work for
the vineyard that must
incorporate different sensors
and actuators to facilitate its
autonomous use and its
interaction with the
environment.
Improve productivity growth
with minimum inputs:
adjustment of fertilizers,
irrigation water treatments
where strictly necessary and
contribute to a new model of
more sustainable agriculture.

Agroptima
FARM MANAGEMENT TOOL
The easiest way to manage the farm everyday. Easily record all farm activities: planting,
spraying, harvesting… It is possible to log all the daily activities from the phone.
Agroptima Works offline, all the records are backed up in the web profile
“Use data to make better decisions”
Get home with all the
information organized.
Forget about
timesheets and paper.
Go paperless
Easily prepare and
print personalized
reports: phitosanitary
use, working hours,
harvests, etc.
Automatic
reports Everything is tracked
and planned. Turn
your data into better
decisions.
Plan
Work offline. All your
data is synchronized
with your Agroptima
profile.
Save time
3.13.85.44.15.54.99.42.43.62.93.5 4 5 70
10
2009 2011 2013 2015
Yield
Sales Growth

PROJECT PORTFOLIO
Digital Farming Hub
The Cluster of Agricultural Production Means of Catalonia,
FEMAC, wants to launch this open community proposal
among different strategic sectors, and act as a catalyst for
collaboration between companies and knowledge centers
and the Spanish agricultural sector.
http://digitalfarm.femac.org

Natureef has been funded by the action COS-CLUSTER-2014-3-03 – Cluster Go International of COSME, from the European Union Programme for the Competitiveness of Enterprises and SMEs,
under the grant agreement 689903. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither
the EASME nor the European Commission are responsible for any use that may be made of the information contained therein.
Natural Resource Efficiency

FEMAC The Catalan cluster of agricultural
production means, located in Lleida, Spain. It
has been established in 1997 and comprises
52 members.
The Portuguese agrocluster is
specialised on the agro-industrial sector,
especially food and beverage. It
currently consists of 114 members
including industry, research, and
associations.
VEGEPOLYS has been established in
the Loire valley in 2005. Located in
this unique area, the cluster has
extensive experience and a huge
partner network in the plants
sector.
biomastec is a German R&D cluster focussing
on all products, technologies and services
related to the efficient use of biomass.
The Danish INBIOM network has more
than 1000 partners involved in the
development of new technologies and
processes for handling and utilising
biomass.
Green chemistry, located in Western Pomerania,
is a chemical cluster focussing on fertilizers,
plastics, rubber, food, petrochemical industry,
medicine, pharmacy, and biotechnology.
Established in 2008, the Czech CREA Hydro&Energy
cluster is specialised in technologies for water works,
water and waste treatment, and renewable energy
sources.
INNOSKART is a Hungarian ICT cluster focussing on
data management, data security, wealth protection,
wireless sensoring, and smart metering. It has a
strong connection to many fields in agronomy and
industry.
Located in the Plovdiv-area, the Bulgarian Green
Synergy Cluster is working in the field of energy
efficiency and renewable energies.
Natureef partners

An European approach
The Resource Efficient Europe
strategy is the seventh and last of
the Europe 2020 flagship
initiatives.
The challenge: INNOVATION
The Consortium has a strong innovation
and business focus and its ultimate goal is
to see knowledge-based enterprises grow
and thrive along with the sustainable and
recycle oriented use of natural resource.
Why a natural
resource-efficient Europe?
Natural resources underpin the
functioning of the European and
global economy and our quality of
life.
Natural Resource Efficiency 2017

Objetive
Natureef 2018
Natural Resource Efficiency 20173
The main objective of Natureef is to intensify
cluster and business network collaboration across
cluster consortia members to support the
establishment of European Strategic Cluster
Partnership to lead international cluster
cooperation in the field Natural Resource
Efficiency.

The main objective of PARALLEL 42
establishes interregional strategic
cooperation framework through the
defined interregional joint action plan
and investments among clusters and
related technology centers in agro-food,
to promote a wider deployment of
digital technologies.

THNAK YOU
femac@femac.org 0034 973 224
921
www.femac.org @ femac_cat

Victor Haze
Health Valley,Netherlands

Making the difference
HV Overview

Making the difference
The ambition to make the difference:

Over 250 partners
75% businesses
6% onderwijsinstellingen
6% healthcare
institutions
3% government
agencies
10% networks

Over 250 partners
Partners per province

How do we achieve this ambition?
• At least 30 meetings with business relations per year, including the biggest
networking event in the area of care innovation: the Health Valley Event
• Innovation support and active matchmaking
• National and international network building
• Profiling and branding
• Innovation projects

Solutions to the healthcare issues of today and tomorrow:
Personalised medicine
Medical devices & robotics
eHealth
Construction of cure & care homes

Around 200 collaborative ventures
Boost4Health
Business Generator Health & High Tech
C.I.A.L.E.
COSTA
Embedded FieldLabs
Fast Track eHealth
Health Deal Academy Het Dorp
Health Innovation Portal
Innovatieprofiel Oost Nederland: Concepts for a Healthy Life
MITeC
NLC Accelerator
Radboud Nanomedicine Alliance
Rockstart Accelerator Digital Health
Smart Systems
TekDelta
YesDelft Incubator
Zorg Verbindt

Examples of collaborations
WP 11_“Care Connects”, Interreg 5A project, €4 million budget (total)
3x Network meetings
12 meetings, 3x per year
70 Contact with 70 healthcare
institutions
seeking articulation of the issues
30 Contact with 30 SMEs
via matchmaking meetings in order to
realise 5 new project ideas
Duration of the project: 4 years
Fieldlab workshop
2x per year
2016 2020

Health Valley Event: 15 March 2018
• The place to be and essential for anyone involved
with innovations in the care sector.
• Making a difference for the patient.
• A strong programme in terms of substance dealing
with current themes and offering leading speakers,
interactive workshops, an investors’ lounge, and a
broad platform for innovative initiatives
• Announcement of the National Care Innovation
Prize
• Promising networking opportunities

and SMART
SPECIALIZATION STRATEGY
Instruments for RIS3
Jokin Garatea
International Business Director
garatea@gaia.es

The ICTA sector in Euskadi
Industry of Knowledge and Applied Technology
The ICTA Basque Country sector constitutes a competitive advantage to accelerate the
transformation of companies, territory and society with the aim of positioning Euskadi in the New
Economy. The new GAIA cluster is created with the intention of promoting this transformation
through opportunities to generate wealth.
ICTA Sector
A strongly internationalized sector, which generates
Employment, Wealth, and Innovation
It is equivalent to
more than 7% of
Euskadi's GDP
(*) Millones de €

ICTA Sector
What do we do?
A sector with commitment in the main Opportunity Spaces
The ICTA sector companies create, develop and offer advanced solutions for all sectors: industry,
services, Public Administration and Society.
The Strategic Plan 2017 - 2020 aligns the offer of the companies of the sector towards the
specialization in the development of Projects referring, in Clave of Collaborative Innovation, in
three Spaces of Opportunity.
Smart Industry
Industry 4.0 & Energy
Models and systems for management
and improvement of processes,
products and organizations:
– Service and Business
– Energy Management
– New Economy Services in Industry
4.0
Smart Territory Smart Society
Advanced infrastructure and platforms:
– Governance
– Sustainable Environment
– Digitized services for citizens and
businesses
– New Economy Services in Industry
4.0
Advanced systems for the promotion and
improvement of citizen-centered areas:
– Talent and entrepreneurship.
– Citizens' living environment.
– Participation and Communication
– New Economy Services in Society 4.0
WHAT DO WE DO?

Cluster GAIA A COMMITTED CLUSTER WITH THE INTERNATIONALIZATION
As a result of the joint of GAIA + AVIC, we form a cluster which groups 280 members with the
support of 12 professionals in two headquarters (Donostia and Bilbo).
Additionally, GAIA is an active member of a big range of alliances and business networks at
European and international levels. In the European scope, GAIA is involved in the next networks:
Actually, there are 15 alliances, of different kind, which additionally have generated 6 support
infrastructures to the ICTA sector companies.
One of the initiatives with
positive outcome which GAIA
promotes, is the constitution
of Strategic Alliances. These
alliances which members
participate are lead by their
own and in some occasions
by GAIA.

ICTA Sector A SECTOR WITH AN IMPACT ON THE TERRITORY
The generation of the ICTA sector is deployed at different levels.
To the Country
- It contributes economic activity, generation of wealth, employment and a concentration of
talent, knowledge, innovation and technology.
To the Business Tissue and to the Public
Administrations
- Products, services and integrated solutions for the
competitiveness of organizations.
- Knowledge of the Basque market of which we are
part, and in other areas, offering: flexibility,
accessibility and pro-activity.
- Transfer capacities of good practices and
international references.
To Society
- It offers a work environment for the development of the talent with the most demand in the
present, people who are formed and develop in local companies with clear international
vocation.
- Commitment to youth experimentation towards skilled employment.

GAIA AND SMART SPECIALISATION
Strategy….
The concept of smart specialization comes from the
reflection generated around the "gap" between Europe and USA
(Pontikakis et al. 20095), as a result of lower economic and
technological specialization and lower ability to prioritize efforts
at regional level. This new concept guides the European regional
policy in Europe 2020.
Cluster theory can be understood as a concreteness
(instrumental approach) for smart specialisation theory.

GAIA AND RIS3 EU Commission has stablished Smart Specialisation Strategies
(RIS3) as ex ante conditionality for accessing ERDF in the areas of R&D and
innovation and ICT (Digital Agenda) for H2020.
Regional cluster policies and cluster initiatives play a key role
within the RIS3. Therefore it is needed to focus the analysis in specifying
the nature and scope of their involvement in the RIS3 process.
Putting it into practice…

GAIA INITIATIVES AND DEFINITION STAGE
In the design phase, GAIA identified the industrial
strengths and assets in a region, contributing to set strategic
priorities and contributing to make the right political
decisions.
GAIA played a central role during the defining stage
since they could make easier the management of the
participatory process needed for smart specialization.

GAIA INITIATIVES AND IMPLEMENTATION STAGE
Clusters are probably one of the most important instruments to increase the
regional absorptive capacity for EU funds through specific projects between businesses
other regional stakeholders. They are also among the best instruments to facilitate
technological hybridization and entrepreneurial discovery processes at both regional and
international level.

GAIA INITIATIVES AND MONITORING STAGE

9 AREAS COVERED IN RIS3
How GAIA contributed to smart specialization in the field

KEY ISSUES
TO CONSIDER
CONCLUSIONSANDRECOMENDATIONS

GAIA PROJECTS
Projects aligned to RIS3
DISCp –Digital Industry Strategic Cluster partnership
The main objective is to build-up a partnership of world leading clusters to configure a
“European Strategic Cluster Partnership – Going International” focused on
internationalization of digital technologies applied to manufacturing and industry (also
called “Industry 4.0”) .
This European Strategic Cluster Partnership (ESCP-4i) will lead clusters to increase their
competitiveness and innovation potential for internationalization with a European
coherence, fostering international cooperation among SMEs, and enhance innovation.
SmartCityTech – Driving the application of smart systems in urban areas
The mission of this project is to facilitate global cooperation between city stakeholders
aiming at the development and realizatin of innovative value models for urban areas
enabled by smart systems.
Objectives: improve SmartCityTech specialization, build a vibrant and global ecosystem,
develop global innovation capacities, create more local and global business and mobilize
global funding sources for SmartCityTech.

GAIA PROJECTS
Projects aligned to RIS3
CONNECT Innovation Bai!
The objective is that the companies of the territory get on the train of the 4th industrial revolution
and to deploy a culture of innovative and creative entrepreneurship where the population is a
participant in this process.
GAIA is specially focused on working on a common innovation strategy, establishing the
connection between research centers and SMEs to achieve commercial applications of research
processes and foster the implementation of an outdoor experimentation laboratory for the
testing of prototypes and technological developments, the Txingudi Lab in Txingudi Bay, heart of
the first European transboundary living lab, Ocean Living Lab.
ICTraining 4.0 – ICT Training for digitalisation 4.0
The aim of the ICT Training for digitalisation 4.0 project is to expand the offer of cross-border
training, mainly in the sectors of welfare and sport and in the profiles related to Industry4.0,
focusing mainly on young people and women.
The project will improve training and consequently cross-border employability, through the
establishment of networks of key cross-border actors for employment, as well as the exchange of
good practices and the development of an offer in training in cutting-edge technologies
associated with new certified professional profiles.

www.ocoglobal.com
Foresight horizon
scanning for clusters –
why bother?
13 March 2018

15
A sophisticated early warning system

How clusters are changing - in form
158
0%
10%
20%
30%
40%
50%
60%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Global Share of UK & US Fdi Stock
Source: UNCTAD World Investment Database
4
3
2,316 1,804 1,482 1,148 908
+49% +37% +19% +9% +7%
Destination Number of FDI Projects
Singapore 3,589
London 3,419
Dublin 2,444
Shanghai 2,382
Hong Kong 1,931
Paris 1,500
New York 1,362
Sydney 1,263
Beijing 1,216
Bangalore 1,029
• 10 urban super
hubs have
dominated FDI
attraction
• Most are not in
Europe and North
America
• ‘Secondary’
cities/regions are
finding competitive
niches
• This trend is
expected to
continue

In function
58 59 74
264958
786759
536362
855751
525852
735355
555855
864857
664857

The state of Maryland has emerged as a major cluster for
cybersecurity research and investment.
The state is now ranked number 1 for academic R&D
intensity, STEM job creation and high tech company density.
It has also developed a leading funding environment with a
host of angel investors and major investment companies.
A host of federal assets have amplified the state’s specialism
in cybersecurity. Maryland is home to the National
Cybersecurity Center of Excellence, US Cyber Command,
DISA, NSA, NIST, 74 federal laboratories, and 20 military
facilities with 12 major installations.
All Cybersecurity Assets
And in practice
This happened by gaining foresights and devising and
implementing a strategy

Future oriented tools and techniques
16
Monitoring Intelligence
Statistical
analysis
Expert opinion
Economic
analysis
Design
thinking
Market
intelligence
Modelling Mapping Benchmarking

And finally…
16
Government
can amplify
the benefits of
clusters
Using insight
and foresight
To inform a
well
developed
strategy
That is
effectively
implemented

www.ocoglobal.com
kelly.clark@ocoglobal.com

CLUSTERS3 Conference: Powering innovation & building capacity

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