Presentation 1 “The concept of technology poles and the

1. Presentation 1 “The concept of technology poles and the integration of clusters in regional networks” 20 minutes 2. Presentation 2 “Triple Helix Managementand Road Map Simulations for TH cooperation ability and cluster development” 20 minutes Break for individual preparation for the simulations 20 minutes 4. Simulated board meeting of The Technological Park of the City of Y 40 minutes 5. Evaluation of the result of the boardmeeting 20 minutes

2. Triple Helix Managementand Road Map simulationsfor TH cooperation ability and cluster development

3. Kristofer Erlandsson M Pol Sc • 1975-80 Expert, Swedish Board of Trade • 1980-84 Expert, industrial policies Nordic Council of Ministers • 1984-90 Expert, trade and industrial policies Swedish Federation of Manufacturing Industries (expert ICC,UNICE,BIAC) • 1990-94 President Swedish Coalition of Service Industries • 1994- Independent advisor,strategy consultant and analyst • 1998- Founder of Process Simulation • 2001-3 Commissioned by V INNOVA/VISANU to design and carry out Triple Helix Management training for Swedish cluster initiatives subsequently coach,trainer and advisor to several clusters in Sweden • 2004 Commissioned by Ministry of Economy and Labour Warsaw,together with Gdansk Institute for Market Economics • 2005-8 Commissioned as RIS expert by EEDRI/University of Lodz • 2005-6 Executive Director of The Competitiveness Institute • 2006- Trainer and coach to several polish cluster initiatives in partnership with GIME (i a PARP Klastry project and different RIS projects) • 2008- Trainer & coach to different Cis in Latvia

4. Regional partnership for innovation based economic development = Triple Helix Management Business and industry Clusters and Innovation system Local & regional Government R & D & E

5. Some critical differences and factors for Triple Helix Management Business Government R&D Culture Economic Political Scientific Time 4 months 4 years 6-10 years perspective Geographical Global Regional/local Global perspective Rewards Profit Reelection Scientific acknowledgment

6. Good governance (OECD) Accountability: government is able and willing to show the extent to which its actions and decisions are consistent with clearly-defined and agreed-upon objectives. Transparency: government actions, decisions and decision-making processes are open to an appropriate level of scrutiny by others parts of government, civil society and, in some instances, outside institutions and governments. Efficiencyandeffectiveness: government strives to produce quality public outputs, including services delivered to citizens, at the best cost, and ensures that outputs meet the original intentions of policymakers. Responsiveness: government has the capacity and flexibility to respond rapidly to societal changes, takes into account the expectations of civil society in identifying the general public interest, and is willing to critically re-examine the role of government. Forwardvision: government is able to anticipate future problems and issues based on current data and trends and develop policies that take into account future costs and anticipated changes (e.g. demographic, economic, environmental, etc.). Ruleoflaw: government enforces equally transparent laws, regulations and codes

7. Critical factors for cluster developmentOn the individual bigger company level • Willingness to assume a leadership/mentor role • Positive attitude to new relations to suppliers and local labour market • Loyalty to the region (local capital) • Trust in the clustering process and in the benefits of cooperation • Shared vision of the benefits of regional economic development

8. Critical factors for cluster developmentOn the individual small company level • Cooperative and a competitive attitude • Desire to grow • Proper market analysis • Positive attitude to additional skills • Trust in the clustering process • Shared vision of the benefits of regional economic development

9. The situation with regard to • Social capital • Social trust • Civic society • Governance • Capital formation • Relations between research and industry • FDI • Organizational tradition • is crucial to the momentum of the clustering process

10. Obviously serious obstacles for creating a common view and a cooperative attitudehence……….a need for a powerful training technique that changes the mindset…….

11. Process simulation • Starts and is carried forward with scenarios • ”Stages” the critical steps or moments of the process • The participants ”play” the real life participants in the process • Instructions, synopsis, and the simulation leader control the simulation • Feed back and reflection ensures learning

12. Process simulation • Condensates and dramatizes the course of events of a process • Clarifies the requirements of the process • Makes the process transparent

13. Process simulation • Critical factors • Strategic choices • The world around the process

14. Process simulation • Not theater • Not a game with a random factor • No playing but great fun • Not reality but ”pretty damn close” • A learning experience

15. What is achieved with simulation ? • Greater participation and involvement than seminars or workshops leading to greater advocacy for ideas in real life • Encourages out-of-the-box thinking since consequences are simulated, not real • Can uncover complex relationships and problems very quickly; compressed time constraints can lead to rapid working solutions

16. What is achieved with simulation ?cont • Explores the human dimension of planning, negotiation, competition, and their outcomes • Teaming and networking are strengthened due to forced personal interaction • Reveals leadership schisms and lack of consensus on an organization’s purpose, vision, goals; success in the simulation requires some level of agreement on these things • Educational experience involving many senses

17. Developing THM ability - Process Simulation tools 1. THM - the training course • Introduction to concepts and mind-set - the tool-box • Exercising management of a simulated 6-8 year cluster development process - best practise 2. Road Map simulation • Board/steering group/management group exercise in the managment of their own development process projected some 6-8 years. • Test of strategy • Team building • The business intelligence comes alive

18. THM - the simulation training courses • capture the critical factors and the strategic situations that you face in real life processes. • are based on international experience and the best knowledge available • provide a natural way to learn best practise for Triple Helix Management. • focus on different strategies for developing clustering and value-adding processes, and thus makes them tangible for the participants.

19. THM - the simulation training courses,cont. • provide the participants with an opportunity to reflect on both the personal and strategic side of process management in “real-life” situations. • for VINNVÄXT 1 & 2 the following three training courses were developed • 1.“ITurland” reflecting typical situations and dilemmas facing regions trying to develop a new industry. • 2. “Metalburg” reflecting regions trying to upgrade existing traditional industry. • 3. “Medicity” reflecting regions trying to maintain an international excellence • More than 450 process-leaders.promotors etc. in Sweden have been trained • through these programs. THM constituted the main process support activity in • VINNVÄXT 1&2

20. Reflection THM simulation model outline Year 6-8 Scenario 4 C F& S C Process steps Year 4 • Analysis • TH formation • Strategy • Plan of action Scenario 3 C F& S C Year 2 Scenario 2 C F& S C Year 0 Day 3 Day 2 Day 1

21. The Road Map simulations • one off simulations programs reflecting the specific reality of the cluster/IS initiative in question and projecting the probable process • based on business intelligence, SWOT- and process-analysis • undertaken by the initiative itself or by our experts if required • provides the management team opportunity to develop and test the strategy and reflect on the critical factors for the process they have to manage. • ”kick starts” the process

22. Road Maps simulations in Sweden www.refine.nu

23. Road Map simulations in Poland and Latvia Pomorskie Warmia Mazury Lodz ICT Furniture Fruit and veg Maritime Dairy Textiles Amber Windows Tourism Food Zachodniopomorskie Kujawsko-Pomorskie Furniture Health Chemical ind Latvia IT Metal Processing

24. Road Map simulationscont. • provides a relevant and realistic management exercise which contributes to professionalization, team building and cooperative ability • considered a very effective method to enhance the management • capability by the cluster/IS teams in Sweden and Poland which have used it to kick start their processes • The VINNVÄXT winner Fiber Optic Valley has made repeated RM simulations to keep the management ”on toe” and as a means to update and continously reassess the strategy • could very well be repeted during the process to the benefit of the groups cooperative and strategic management ability

25. Process Simulation -AKEAB Kristofer Erlandsson ke@processim.com www.processim.com Partner in Poland Partner in Germany Partner in Latvia Gdansk Institute for Zenit Linda Freimane Market Economics www.zenit.deSIA Yvinda www.ibngr.edu.pl Roman Noetzl linda.freimane@gmail.com Maciej Dzierzanowski rn@zenit.de maciej.dzierzanowski@ibngr.pl

26. Process Simulation -AKEAB We don´t teach but you´ll learn ! Thank you for your attention !