COMPERA
Monitoring and Evaluation workshop
Ljubljana, 15 - 16 September 2009
Best practices within
10 Competence
Research Centres
Olivier Exertier, Senior Consultant - Algoé Consultants
Mail : olivier.exertier@algoe.fr - Phone : +33 609 258 688
www.algoe.fr
www.algoe.fr
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Agenda
1 - Introduction :
Algoé and its missions regarding clusters and CRC
2 - Best practices within world class clusters
Monitoring
 Balance scorecard (Digibusiness Helsinki)
 Design for Six Sigma (AéroMontréal)
Other topics of interest
 Networking and cluster management (Silicon Saxony)
 Funding and supporting innovative companies (Cambridge Silicon Fen)
 Infrastructures and technological platforms (Tel Aviv Silicon Wadi)
 Dealing with human resources, training and employment (AéroMontréal)
 Promotion, branding and international development (Medicon Valley)
3 - Conclusions
4 - Questions and discussion
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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1- Introduction:
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Algoé Consultants
Stockholm
• 220 personnes
• 170 consultants
• Turnover: 28 M €
• Average age: 38 years
Amsterdam
Londres
Bruxelles
Stuttgart
Luxembourg
A management
consulting firm
Paris
Organisation
Human ressources
Project management
Marketing & innovation
Genève
Lyon
Milan
Turin
Marseille
5 000 projects since 50 years
in more than 40 countries
600 management missions
implemented every year
www.algoe.fr
Madrid
Lisbonne
Member of
Allied Consultants Europe
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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French competitiveness cluster program
► Competitiveness clusters have been
created in France in 2005 to increase the
competitiveness between companies and
develop employment among expanding
markets.
► A competitiveness clusters is an initiative
that brings together companies, research
centers and educational institutions in
order to develop synergies and
cooperative efforts.
A few figures
◄
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◄
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71 competitiveness clusters today
5 000 companies, 80% SME
14 000 R&D professionals
5 billions Euros of investment
1 400 projects
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Study on 10 world class CRC
Algoé’s mission and its objectives
▲ At the beginning of 2009, French competitiveness clusters entered their second
phase: version 2.0. The goal of the study lead by Algoé Consultants for the French
Ministry of Industry is to help improving performance of French clusters through
gathering good practices from ten foreign CRC, focusing on 5 specific topics:
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1/ Cluster leadership, networking and management,
2/ Support and financing for the business creation process, start-ups and SMEs,
3/ Employment and skill management,
4/ International promotion and development,
5/ Infrastructures, assets and technology platforms
Best practices
▼ Best practices can be defined as experiences and management process within clusters
which implementation and results can be considered as interesting, at international
level.
▼ Before transferring such, one should consider : social or cultural factors, as well as
technical and financial means, or possible resistance to organisational changes.
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Study on 10 world class CRC
« World class » Competence Research Centres
▲ World class CRC usually gather the following characteristics:
 Job concentration and integration of the sector,
 Presence of leading international manufacturers,
 Interactions between public and private stakeholders.
+ Seniority and maturity of the leadership structure,
+ Entrepreneurial and job-creation spirit,
+ Existence of dedicated funding structures (start-up money, venture capital, etc.),
+ International focus oriented (the firms' export rates, international partnerships, etc.).
10 world class CRC
▼ Life sciences: BioValley Basel (Switzerland) and Medicon Valley (Denmark-Sweden)
▼ ITCs: Silicon Wadi in Tel Aviv (Israel) and Digibusiness in Helsinki (Finland)
▼ Nanotechnology:Silicon Fen in Cambridge (UK) and Silicon Saxony in Dresden (Germany)
▼ Eco-technology: Chemsite Rhur Valley (Germany) and Cleantech Stockholm (Sweden)
▼ Transport: CARS in Stuttgart (Germany) and AéroMontréal in Québec (Canada)
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Study on 10 world CRC
UNITED KINGDOM :
SCANDINAVIA :
Silicon Fen - Cambridge
Medicon Valley - Denmark Sweden
Cleantech Scandinavia - Stockholm
DigiBusiness - Helsinki
CANADA :
Aéro Montréal - Québec
GERMANY :
Cars - Stuttgart
ChemSite - Ruhr
Silicon Saxony - Dresde
100 interviews with :
- cluster organisations,
SWITZERLAND :
- large companies,
- SMEs & start up,
- research centers,
- universities,
- national and local public authorities
- Business angels, VC, consultants,
Chamber of Commerce…
BioValley - Basel
www.algoe.fr
ISRAEL :
Silicon Wadi - Tel Aviv
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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2- Best practices within
world class CRC:
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Design for Six Sigma
Using industrial performance methodology
to define and to monitor CRC projects:
Six Sigma
AéroMontréal example
Six Sigma
▲ Six Sigma is a performance methodology create in the 1980’s
(Motorola) inspired from the “Houses of Quality”. It aims at
solving existing manufacturing or service process problems
and removal of the defects and variation associated with
defects. The traditional DMAIC (Define – Measure – Analyze
– Improve – Control). It focuses on continuous improvement
of manufacturing or service process development.
Design for Six Sigma (DFSS)
▲ Design for Six Sigma (DFSS) is a separate and emerging business-process management
methodology related to traditional Six Sigma. While the tools and order used in Six Sigma
require a process to be in place and functioning, DFSS has the objective of determining the
needs of customers and the business, and driving those needs into the product solution so
created. DFSS is relevant to the complex system/product synthesis phase, especially in the
context of unprecedented system development. It is process generation in contrast with
process improvement.
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Design for Six Sigma
Using industrial performance methodology
to define and to monitor CRC projects:
AéroMontréal example
Design for Six Sigma
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
11
Monitoring : Design for Six Sigma
Using industrial performance methodology
to define and to monitor CRC projects:
AéroMontréal example
Design for Six Sigma
Six Sigma
▲ Six Sigma is a performance methodology create in the 1980’s
(Motorola) inspired from the “Houses of Quality”. It aims at
solving existing manufacturing or service process problems
and removal of the defects and variation associated with
defects. The traditional DMAIC (Define – Measure – Analyze
– Improve – Control). It focuses on continuous improvement
of manufacturing or service process development.
Design for Six Sigma (DFSS)
▲ Design for Six Sigma (DFSS) is a separate and emerging business-process management
methodology related to traditional Six Sigma. While the tools and order used in Six Sigma
require a process to be in place and functioning, DFSS has the objective of determining the
needs of customers and the business, and driving those needs into the product solution so
created. DFSS is relevant to the complex system/product synthesis phase, especially in the
context of unprecedented system development. It is process generation in contrast with
process improvement.
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Balanced Scorecard
Strategic planning and management system
to define and to monitor CRC projects:
Balanced
Scorecard
DigiBusiness Helsinki example
Balanced Scorecard
▲ The balanced scorecard is a strategic planning and management system
that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision
and strategy of the organization, improve internal and external
communications, and monitor organization performance against strategic
goals. The balanced scorecard has evolved from its early use as a
simple performance measurement framework to a full strategic planning
and management system.
Origins
▲ It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a
performance measurement framework that added strategic non-financial performance
measures to traditional financial metrics to give managers and executives a more 'balanced'
view of organizational performance. the roots of the this type of approach include the
pioneering work of General Electric on performance measurement reporting in the 1950’s and
the work of French process engineers (who created the Tableau de Bord – literally, a
"dashboard" of performance measures) in the early part of the 20th century.
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Balanced Scorecard
Strategic planning and management system
to define and to monitor CRC projects:
Balanced
Scorecard
DigiBusiness Helsinki example
Balanced Scorecard
▲ Implementing a balanced scorecard implies 4 steps :
1/ Traduce the vision in operational objectives,
2/ Communicate on the vision and define individual
performance,
3/ Plan activities,
4/ Evaluate and make adjustments according to results
DigiBusiness approach
▲ Within the Digibusiness Helsinki CRC, the balanced
scorecard focuses on dindicators related to :
networking and projects, database, business and
companies growth, international development
(projects, foreign investments…).
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Other topics of interest
Networking and cluster management :
Silicon Saxony example
Market
sub-clusters:
Solar energy,
Services, Smart
systems
Competence
sub-clusters:
Production, Funding,
Research, Training…
Sub-cluster
software
Sub-cluster
training
Sub-cluster
automation
production
Sub-cluster
RFID
technos
sub-clusters:
Country
sub-clusters:
Materials, Design,
Packaging / test…
USA, China, India…
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Other topics of interest
Three trends supporting innovative entrepreneurship:
Cambridge example
Deal Flow
World class cluster
Dynamique
entrepreneuriale
Créations de
start up
Cash Flow
Entrées en bourse
ou acquisitions
Competences
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Other topics of interest
Integration of incubators and services:
Tel Aviv example
World class cluster
Entrepreneurs with
innovative projects
Supporting
Technological incubators,
MIT Forum…
Funding
Yozma & Tnufa
programs…
Shared means
National program: 24 technological incubators
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Other topics of interest
Un triple mouvement au service
des compétences :
l’exemple de la grappe d’AéroMontréal
GPEC
Formation
www.algoe.fr
Emplois
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Other topics of interest
Promotion, branding and international development:
Medicon Valley example
Promotion
Branding
www.algoe.fr
International
Interclustering
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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3 - Conclusions
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COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Conclusions
Three virtuous models of « world class » CRC
BIG INDUSTRY CRC
BIG ACADEMY CRC
COLLABORATIVE CRC
(Example: BioValley Basel in Switzerland,
CARS Stuttgart in Germany)
(Example: Cambridge Silicon Fen in UK,
Tel Aviv in Israel)
(Example: Medicon Valley in Denmark &
Sweden, Silicon Saxony in Germany)
Image & business
Image & business
Spin off
INDUSTRY
World HQ
Wolrd R&D
Production
R&D center
large companies
Spin in
Spin out
Private R&D
x
UNIVERSIT
Y Top 10
Shanghai
INDUSTRY
World HQ
Europe R&D
UNIVERSITY
Spin out
Private R&D
Spin off
SMEs
Spin off
University
Image & business
Spin in
VC &
consulting
Spin out
VC and
consulting
Publics
authorities
Spin in
SMEs
www.algoe.fr
SMEs
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Conclusions
Competence Research Centres: a changing model
► Competence Research Centres (CRCs) are defined as structured, long-term RTDI
collaborations in strategic important areas between academia, industry and the
public sector.
► In the most mature and dynamic CRC, other actors are playing a raising role, by
supporting entrepreneurs and innovative companies : BA, VC, CV, Consultants…
From 3 to 4 main players
COMPANIES
PUBLIC
AUTHORITIES
COMPANIES
UNIVERSITY
& LABS
PUBLIC
AUTHORITIES
www.algoe.fr
UNIVERSITY
& LABS
PRIVATE
INVESTORS
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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4- Questions and
discussion
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Design for Six Sigma
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Design for Six Sigma
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Monitoring : Design for Six Sigma
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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French competitivness cluster program
 Missions pour les pouvoirs publics
French public authorities
Meilleures pratiques de pôles de compétitivité
au plan international
Impact des pôles de compétitivité sur
l’économie et les territoires
 Missions pour les pôles de compétitivité
French Competitiveness clusters
Montage des dossiers de candidature
Feuille de route stratégique et plan d’actions
2009-2011
Stratégie technologique, roadmap
technologique
Diagnostic de l’offre de formation & gestion
prévisionnelle de l’emploi et des compétences
Etudes de définition et de faisabilité de
plateforme technologique
Partenariat inter-pôles
Evénementiel
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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Algoé : Missions on European clusters
www.algoe.fr
COMPERA – Monitoring and Evaluation workshop, 15 - 16 September 2009 Ljubljana – Best practices within 10 CRCs • Olivier Exertier • © algoé
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