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Agenda Day 2: Cluster Management: Tool box 09:00-09:15 Setting the Scene 09:15-10:15 Presentation Clusterland Upper Austria Ldt. (example Automotive Cluster) 10:15-10:45 Coffee Break 10:45-12:15 Transfer of a Network into other Clusters and Networks and building up an ITC-Cluster 12:15-13:30 Lunch 13:30-14:30 Methodology to run an excellent cluster 14:30-15:30 Financing of cluster organizations 15:30-16:00 Coffee Break 16:00-16:30 Group work: How to measure success of Cluster organizations 16:30-17:00 Presentation of Group work results and discussion 17:00-17:30 How to measure success of Cluster organizations: conclusions and wrap-up

Š Clusterland OberÜsterreich GmbH

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Transfer of a Network into other Clusters and Networks and building up an ITC-Cluster

“Innovation through cooperation“ in Clusters and Networks in Upper Austria

© Clusterland Oberösterreich GmbH

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The foundation of Clusters and Networks Analysis of the sector and of the regional value chain: Ctitical mass of companies Competitiveness of the companies How complex is the regional value chain Are relevant R&D Insitutions located in the region (e.g.Kunstuniversität: Universität für künstlerische und industrielle Gestaltung (University of Arts)) BUT at the end it is always a political decision to found a cluster ( integration of industry)

© Clusterland Oberösterreich GmbH

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Why to shut down NDM? Growth path not successful – 80 partner companies; smallest Network/Cluster within Clusterland OÖ GmbH At least three-digit amount of partners needed (critical mass for successful Cluster cooperation projects) NDM is subcritical refering to: Internal ressources (2 persons) min.3 necessary Member companies (89 partners – incl. bancrupt and discharge: 9) Structure of partner companies inhomogeneous Budget (about. 200t€ turnover); necessary about 400-500t€

Low stability of Networkmanager-> 4 Networkmanager within 8 years Topic of Network difficult for UA companies to deal with © Clusterland Oberösterreich GmbH

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Analysis of NDM-Partners (total 80) Potential of enterprises (product design relevant for most COG partner companies) Most partner from UA (just 8 from different regions, 1 from CH) 38 manufacturing companies Service provider: Communications design in a broader sense: 10 Product -designer: 12

34 enterprises (mostly manufacturing companies) are already partners in one or several clusters 20 additional companies fit (very) well to an already exiting cluster Just 4 companies did not suit any cluster (hairdresser, goldsmith, consultant) Š Clusterland Upper Austria Ltd

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Shut down of NDM: Procedure Decision taken by Werner Pamminger (CEO) Informing relevant politicians Informing owners Informing the regional administration Informing advisory board Informing member companies Offering tailor-made service package to partner companies (integrating ”product design“ in other clusters)

© Clusterland Oberösterreich GmbH

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Key Messages

An organisation’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. Jack Welch © Clusterland Oberösterreich GmbH

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Kontakt & Information

IT Cluster

Information Technology – Innovation Driver

In touch with Innovation

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IT-Cluster development 2001: Feasibility Study ITC-Cluster ■ Conducted by the Chamber of Commerce on behalf of the state of Upper Austria (UA) ■ Initiated by Prof. Bruno Buchberger, Head of Softwarepark Hagenberg ■ Outcome: IT-topic not possible for clustering, because • Value-chain not along a linear chain, but a network • No leading companies

■ Suggestion: Mechatronics-Cluster

© Clusterland Oberösterreich GmbH



IT-Cluster development 2010: Restart of the approach ■ Support by State of UA and chamber of commerce ■ Theoretical limits less important IT-Cluster already set up in many regions

End 2011: Workshop with about 30 companies ■ Branch addresses expectations ■ Positive feedback

Beginning 2012 ■ Political decision (Minister of the government of Upper Austria for Economy) incl. funding : Go!

Start 7.1.13 © Clusterland Oberösterreich GmbH



IT-Cluster: Survey of Demand Potential: Software/IT-producer in UA? 

Statisics are often biased

Expert Representatives at the Chamber of Commerce, UBIT (Consultants & IT): consultants, accountants and … IT

about 3500 members in UA, incl. 2000 one-person business: consultant & IT Freelancer

ICT  how to count telecommunication enterprises ?

UA: strong small-scale, regional value creating IT economy ■

young creative scene related to University of Applied Sciences FH Hagenberg & JKU Informatics: Lifestyle IT Start-ups ■

Runtastics :

IT Spin-offs derived from strong industry

Some well established (medium sized: 200-400 employees on the spot) internationally active software-providers (FABASOFT, BMD, MIC, SYSTEMA)

© Clusterland Oberösterreich GmbH



IT-Cluster Financing Core funding of the State of Upper Austria  2013-2016: 950 TEUR (2013: 200 TEUR, then 250 TEUR p.a.)  Constantly increasing self-financing rate: − Membership fee, event participation; later on: Sponsoring, advertising − 2013 about 15%  In general: Cluster need about 500 TEUR to work sustainably successful (e.g. Personal).

© Clusterland Oberösterreich GmbH



Key Topics ■ Security ■ Cloud Computing ■ Lifestyle-IT: social & mobile ■ solid Business Software ■ Software for the Industry ■ Big Data in Industry  Key topic for Upper Austria! ■ Software Engineering © Clusterland Oberösterreich GmbH



Partner Contribution ■ ■ ■ ■

for 1- 9 for 10 - 49 for 50 - 249 for ≥ 250

staff staff staff staff

€ 320 € 475 € 635 € 1.265



exkl. VAT

Benefits ■ ■ ■ ■ ■

Information and Communication

Marketing & PR

Contacts, networking International IT sector news Relations ITC events for a reduced price Marketing platform: www.ITcluster.at, monthly newsletter Optional public funding for innovative cooperation projects

© Clusterland Oberösterreich GmbH



ITC Events 2013 April Mai Juni Juli Aug Sept Okt Nov Dez Jän Feb März


■ ITC-Auftakt 10. April 2013 ■ ITC Roadshow powered by UBIT 6 regionale Workshops bis Juni 2014

■ ITC Get-together @ Fabasoft

Start einer Veranstaltungsreihe, 11. Juni, 17h

■ ITC Roadshow @ Linz: Software Engineering 20. Juni, WK Linz, 16h00

■ ITC meets automotive „Das vernetzte Fahrzeug“ bei automotive.2013, 24. Sept ■ ITC Jour-fixe „IT Security“ Start bei „IT-Sicherheit am Donaustrand“, 2. Okt

■ ITC meets Möbelbranche Oktober 2013

■ ITC meets JKU-Informatik

7. Nov. 2013, 14h, JKU Science Park

■ ITC Conference „Big Data in Industrie & Wirtschaft“ ITC Jahrestagung, Q1/2014

© Clusterland Oberösterreich GmbH



Cluster & Netwerks > 1800 Member companies, ~ € 60 Billion Volume 1999



2013 Information Technology

Plastics Automobil Furniture & Wood

Ressources & Energy Efficiency


Health Tech Envirimental Tech Mechatronics


Human Ressources

2003 © Clusterland Oberösterreich GmbH

2006 2004 www.ITcluster.at


Primary Activities

Value Creation in the IT Sector

Logistics incoming

Application Support Activities

Marketing Sales


IT Services

Logistics outgoing


Accounting HR

Software Development

external IT


IT Infrastructure

IT Value Creation Crown Value Creation Chain, Michael Porter © Clusterland Oberösterreich GmbH



71 ITC Partners total 6 Partners in Research & Education

• Institut für Telekooperation • Institut Für Anwendungsorientierte Wissensverarbeitung (FAW) • Institut für Wissensbasierte Mathematische Systeme (FLLL - Fuzzy Logic Laboratorium Linz-Hagenberg) • Institut für Wirtschaftsinformatik – Software Engineering

1 Media Partner

© Clusterland Oberösterreich GmbH



64 Company Partners

Bindeus-Fischnaller Unternehmensberatung


(by 26. August)

Lessons learned (1):  „It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin => STABILITY THROUGH FLEXIBILITY

© Clusterland Oberösterreich GmbH

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Lessons learned (2): Sometimes that´s the way it is

Illustration: Susanne Straße (IO 2008)

© Clusterland Oberösterreich GmbH

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Lessons learned (3): Success factors : Part 1 One single legal entity for ALL Clusters and Networks Clusters along the whole value-chain AND horizontal Networks No focus on one single region

Š Clusterland Upper Austria Ltd

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Lessons learned (4): Success factors : Part 2 Management by objectives Slim command structures High level of personal responsibility

Š Clusterland OberÜsterreich GmbH

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What´s that?

The most important success-factor of crosscluster innovation in Upper Austria

Any Questions?

© Clusterland Oberösterreich GmbH

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12:15-13:30 Lunch

Š Clusterland OberÜsterreich GmbH

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Profile for Fundación INTRAS

Transfer of networks and building up a cluster  

Innovage training session: Cluster set-up and Cluster Management (Ceske Budejovice, Czech Republic, 11th-12th June 2014)

Transfer of networks and building up a cluster  

Innovage training session: Cluster set-up and Cluster Management (Ceske Budejovice, Czech Republic, 11th-12th June 2014)