Over the last weeks I have been discussing with Vlastimil our experience with building clusters and trying to identify the key points that spell success or failure. Here are a few of thoughts I’d like to share. I would be pleased to see the NowEurope contributors add their experience.
When building a functional cluster I have found necessary to define at least one point (better two or more) that all members accept as a key interest. The facilitator’s goal is to focus the common interest of potential cluster members, and especially top management, towards solving their problem together. It does not matter whether these parties are company owners, university leaders or members of a regional government.
The facilitator’s role is crucial. The organization leaders are often preoccupied with their operational business problems, and thus not able to see the broader links. Their view is often more limited.
A good facilitator helps to open their eyes, place existing issues into a new light, find new connections and innovative solutions. He helps to identify synergy potential in collaboration among partners - even those who may be competitors in some fields.
It is helpful if the facilitator has knowledge or experience in the industry sector involved, even if he/she may be also biased by preconceived opinions.
It is also important to sustain the group enthusiasm. Building a functional cluster is a lengthy process involving many steps. If the group cannot feel a sense of continual progress, then enthusiasm and efficiency will decrease.
The financial support provided by the EU or national government is meant as an incentive for companies to group in clusters. However, without the basic framework I have outlined, no financial support is sufficient to establish a long-term sustainable cluster.
Having said that, a competent team of facilitators can provide invaluable support in successfully managing the process of cluster creation.
Any other thoughts?
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No doubt, facilitator is key. However, based my personal experience, since we are managing clusters for four years by now, I would go slightly further on this issue - how to motivate the facilitator? In case we have a talented and competent facilitator, why to do the job for other businesses’ interest, and not to do it for himself/herself? For example, supporting sales to new markets - selling as a salesman ensures far more personal income opportunity than doing it as an employee of a cluster. What do you think?
Balázs Barta, PBN
In my opinion, facilitators has to be a special kind of persons. :o) I would differentiate among facilitators and managers of clusters.
Role of facilitator is at the forming of the cluster, managers will manage already running cluster. It it truth both facilitators and managers has to be strongly motivated. Finances are just one of the motivators… Good idea for another article! ;o)