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3 CLUSTERS3 Conference: Powering Innovation & Building Capacity

4 Jo Scott Conference moderator

5 CLUSTERS3 Conference: Powering Innovation & Building Capacity

6 CLUSTERS3 Conference: Powering Innovation & Building Capacity

7 Noel Lavery Department for the Economy

8 CLUSTERS3 Conference: Powering Innovation & Building Capacity

9 Kristianne Paasche Line Magnussen Innovation Norway

10 A small country perspective on a big policy agenda

11 Agenda The beginning Development stages The Norwegian Cluster program 2.0

12 The beginning.

13 Shooting for the star in 1990

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15 Two academic books with great impact on the Norwegian Cluster Programme

16 Young people`s courage Academic support

17 A brief history of Norwegian cluster program

18 NIC started out as a pilot, but quickly developed into a more sophisticated program to support Norway s need and strengthen our competitve advantages Five pilot clusters Norway s exports 2006

19 The clusters out grew us, and we needed yet another level Five pilot clusters Norway s exports 2012

20 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

21 Sustainability Globalisation Digitalisation International megatrends influenced the program s structure and means Five pilot clusters

22 TON PER THOUSAND INHABITANT TON PER THOUSAND INHABITANT TON PER THOUSAND INHABITANT In enters the sustainable industry cluster: Eyde Aluminium A process industry cluster - working towards a sustainable future Fertilizers Ferro alloys, Silicon

23 The Norwegian Process Industry Roadmap - Combining growth and zero emissions by 2050

24 Sustainability is a precondiction in every project - circular economy the tool they use

25 Far from all of the clusters have been sucessfull

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27 Before leaving the recent history The water shuttle electric ferry H2020

28 The Norwegian Cluster Program v 2.0

29 Innovation Entrepreneurs Cross connections The Norwegian cluster program 2.0 is in the making Five pilot clusters

30 Key findings from the evaluation Increased value creation in the cluster companies Stronger innovation power in the cluster companies Mature and well functioning clusters can do more in developing new innovation ecosystems

31 The Norwegian Innovation Cluster Program 2.0 three distinct development phases whit clear entry gates 1. Identify 2. Develop 3. Build Why? What? How? A strong learning and development plattform

32 The Norwegian Innovation Cluster Program Identify 2. Develop 3. Build Why? What? How? A strong learning and development plattform The untapped potential Cooperation processes Relationship projects Network management Cluster development Competence concepts 1 year years Innovation concepts Ecosystem concepts Unlimited

33 Sweeping before our own door by digitalizing the cluster program

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37 Hva skal klyngeprosjektene oppnå? 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

38 CLUSTERS3 Conference: Powering Innovation & Building Capacity

39 Vincent Dugré TCI Board Member and Cluster Practitioner

40 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

41 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 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

42 BUILDING CLUSTER CAPACITY Enhance the competitiveness of companies in the ground transportation industry by setting up a national cluster activated by strategic alliance and regional leadership

43 BUILDING CLUSTER CAPACITY 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 longterm 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.

44 Four strategic directions 1. Manufacturing excellence 2. Market development 3. Innovation 4. Promotion and mobilization BUILDING CLUSTER CAPACITY

45 BUILDING CLUSTER CAPACITY

46 BUILDING CLUSTER CAPACITY 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.

47 BUILDING CLUSTER CAPACITY

48 BUILDING CLUSTER CAPACITY

49 BUILDING CLUSTER CAPACITY

50 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.

51 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.

52 The governance is a mix of the different stakeholder that are contributing to the consortium activities.

53 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

54 BENEFITS FOR INDUSTRIALS 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

55 BENEFITS FOR INDUSTRIALS 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

56 BUILDING CLUSTER CAPACITIES CONNECTIVITY The ideal cluster: An optimal and connected network where the actors collaborate.

57 BUILDING CLUSTER CAPACITIES CONNECTIVITY CONNECTIVITY INDUSTRY 4.0 The cluster effect is a phenomenon that can be enhanced based on best practices, connectivity and people interaction. ECOSYSTEM DIGITIZATION

58 BUILDING CLUSTER CAPACITIES CONNECTIVITY CONNECTIVITY INDUSTRY 4.0 ECOSYSTEM DIGITIZATION 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.

59 Industry 4.0: Building the digital and connected cluster

60 Industry 4.0: Building the digital and connected cluster

61 BUILDING CLUSTER CAPACITIES CONNECTIVITY CONNECTIVITY INDUSTRY 4.0 ECOSYSTEM DIGITIZATION 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.

62 BUILDING CLUSTER CAPACITIES CONNECTIVITY CONNECTIVITY INDUSTRY 4.0 ECOSYSTEM DIGITIZATION 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.

63 BUILDING CLUSTER CAPACITIES CONNECTIVITY CONNECTIVITY INDUSTRY 4.0 ECOSYSTEM DIGITIZATION 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.

64 Thank you! Vincent Dugré Cluster Practitioner Member of the board TCI NETWORK

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

67 Why academia is often the weak link?

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

69 Specific measures that could improve the engagement of academia in clusters

70 CLUSTERS3 Conference: Powering Innovation & Building Capacity