WPT3 - Test Model on Pilot Cluster...2. ProgettoManifattura 3. Habitech Poly4EMI Slovenia ITG Salzburg ITG Salzburg ADW ADW on TAs in combination of Construction & Energy 1. Bauen

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S3-4AlpClusters is cofinanced by the

European Regional Development Fund through the Interreg Alpine Space programme

WPT3 - Test Model on Pilot Cluster

D.T3.3.1 Final recommendation report on cluster services

S3-4AlpClusters is cofinanced by the European Regional Development Fund through the Interreg Alpine Space Programme

Iris Reingruber, Silvio Antonioni, Mateja Dermastia,

Renate Handler, Michael Keller, Gerd Meier zu Köcker,

Laurent Larger, Simone Weiss

February 2019

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This report has been produced within the frame of the S3-4AlpClusters project,

funded by the Alpine Space INTERREG Programme of the European Commission.

It was drafted by Iris Reingruber (Business Upper Austria). It builds on the

results and deliverables of the previous work packages established by Mateja

Dermastia (Anteja) and Gerd Meier zu Köcker (ClusterAgentur Baden-Württemberg)

for WP T1, Luca Mion and Silvio Antonioni (Hub Innovazione Trentino) for WP T2

and Simone Weiss (ITG Salzburg) together with Renate Handler (convelop) for the

training tools. The WPT3 input was gathered from all project partners over the

second phase – the pilot phase of the project. The author would like to thank

all project partners for their significant efforts.

Disclaimer

The information and perspectives set out in this report are those of the authors

and do not necessarily reflect the official opinion of the European Commission

or the project partners’ regions. Neither the European Commission institutions

and bodies nor any person acting on their behalf may be held responsible for the

use that may be made of the information contained therein. Reproduction is

authorised, provided the source is acknowledged, unless otherwise stated. For

use/reproduction of third party material specified as such, permission must be

obtained from the copyright.

For further information about the S3-4AlpClusters project, you will find a short

description at the end of the document. To learn more and to download additional

resources please refer to the project website http://www.alpine-

space.eu/projects/s3-4alpclusters/en/home.

The information is provided without assuming any legal responsibility for

correctness or completeness. The data presented in the report are based on the

information given by the project partners.

© S3-4AlpClusters, 2019

http://www.alpine-space.eu/projects/s3-4alpclusters/en/home


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Table of contents

Introduction ..................................................... 4

Brief Rationale .................................................. 6

Five New Services (NS1-NS5) – Description ........................ 7 1. NS1: S3-Synergy Diamond ..................................... 7 2. NS2: Action Development Workshop (ADW / cADW) ............... 7 3. NS3: Alpine Cluster Innovation Express (ACIE) ............... 8 4. NS4: TA Cluster Toolbox (TACT) .............................. 8 5. NS5: TA Evaluation Toolbox (TAET) .......................... 10

Five New Services (NS1 - NS5) – Pilot Experiences ............... 10 1. NS1: S3-Synergy Diamond Pilot .............................. 11 1.1. S3-Synergy Diamond experience: Franche-Comté .............. 11 2. NS2: ADW/cADW (Action Development Workshop) Pilots ......... 12 2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria ..... 13 2.2. cADW: Upper Austria, Veneto Region ........................ 16 2.3. ADW: Fribourg / CH ........................................ 18 2.4. ADW: Salzburg / AT (a) .................................... 20 2.5. ADW: Salzburg / AT (b) .................................... 21 2.6. ADW: Piedmont / IT ........................................ 22 2.7. ADW: Lombardy / IT ........................................ 24 2.8. ADW: Baden-Württemberg / Region of Black Forest ........... 26 3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot ........ 27 3.1. ACIE – Proposal ........................................... 28 4. NS4: TACT (TA Cluster Toolbox) Pilots ...................... 29 4.1. Veneto Region / Think Tank of Innovation .................. 29 4.2. Piedmont / Networking Event ............................... 30 4.3. Autonomous Province Trento / IP Management for SMEs ....... 31 5. NS5: TAET (TA Evaluation Toolbox) Pilot .................... 32

Final Recommendations ........................................... 33 1. NS1: S3-Synergy Diamond – practical Recommendations ........ 33 2. NS2: Action Development Workshop (ADW/cADW) – practical

Recommendations ................................................. 34 3. NS3: ACIE (Alpine Cluster Innovation Express) – practical

Recommendations ................................................. 36 4. NS4: TACT (TA Cluster Toolbox), practical Recommendations .. 38 5. NS5: TAET (TA Evaluation Toolbox), practical Recommendations 38

Glossary of terms ............................................... 40

S3-4AlpClusters in a nutshell ................................... 44 Smart Specialisation with Smart Clusters ............................ 44

S3-4ALPCLUSTERS Partners ........................................ 45

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Introduction

Test S3-Innovation Model on Pilot Clusters

WPT3 provides first experiences and validation of five new services (NS1 – NS5)

of the S3-Innovation Model by pilot testing these following five services with

pilot clusters in the participating regions.

Five New Services (NS):

NS1 S3-Synergy-Diamond

NS2 ADW/cADW – (cross-regional) Action Development Workshop

NS3 ACIE – Alpine Cluster Innovation Express

NS4 TACT – Transformative Activities Cluster Toolbox

NS5 TAET – Transformative Activities Evaluation Toolbox

Based on the project developments and deliverables validated by the project

consortia at the PSG4 in Milan (02/2018) the participating regions were asked to

identify at least 10 pilot clusters for pilot testing the five new services.

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A Pilot Cluster conducts testing of one of the new services of the S3-Innovation

Model. It is important to mention that the pilot clusters not simply test a single

service but much more one step within the whole complex process of the S3-

Innovation Model.

Finally, pilot tests were executed by round 30 pilot clusters. 14 pilot actions

delivered valuable input to the training tools.

The Training Tool Kit provides guidance on how to implement the process and the

instruments in a region. To support the implementation of the individual process

steps, specific instruments and services are developed.

Pilot Actions & Pilot Clusters – overview table

NS1

S3-Syn.

Diamond

NS2

ADW /

cADW

NS3

ACIE

NS4

TACT

NS5

TAET

FEMTO

Franche Comté

S3-Syn.

Diamondn.a.

Present the synergy diamonds and the way it could be used

(with regional partners)

Test ex-post on a S3 project construction

CABW

Baden WürttembergADW

Smart production, materials for energy efficient

production and industrial design

1. Wood Cluster

2. Cluster Manufacturing

3. ICT / Multimedia Cluster

ADWTA: new materials & energy: combination of waste

management & new materials in different sectors

x TACT: Networking Event

ADW

TA: Management of fragile and chronic patients in

disadvantages area of Lombardy using an

integrated and innovative approach

x TACT: Networking Event

BayFor

Bavaria

GODP

Slovenia

BIZ-UP

Upper Austria

FEMTO

Franche Comté

BIZ-UP

Upper Austria

1. Food Cluster

2. Mechatronic Cluster

3. FFoQSI - competence center?

Veneto Region -

Veneto Innovazione

1. RIBES - Smart Agrifood

2. IMPROVENET - Smart Manufacturing

3. ICT for Smart and Sustainable Living

HEIA-FR

Espace MittellandADW Protein-based barrier film packaging

1. Cluster Food and Nutrition + member company

2. Swiss Plastics Cluster + member company

HIT

Trentox

IP mapping: Green-environmental cluster, Material

for 3D Printing, Additive Manufacturing

Intellectual Property Mapping

1. Polo Meccatronica

2. ProgettoManifattura

3. Habitech

Poly4EMI

Slovenia

ITG Salzburg

ITG Salzburg ADWADW on TAs in combination of Construction &

Energy

1. Bauen und Energie Cluster (construction & energy)

ADW part 1: 4 participants + 1 external consultant > road map

ADW part 2: prioritization of 4 main topics

ADW part 3: presentation of road map to large stakeholder

group

ITG Salzburg ADW Life Sciences Life Sciences

Veneto Region -

Veneto Innovazionex Think Tank of Innovation

1. Sinfonet - Smart Manufacturing

2. Veneto Green Cluster

Name of pilot clusters

x

cADW

cADW

New Services to be tested during WPT3

Proplast

Piedmont

Cluster SCC,

Lombardy Region

Project Partners

Region

selected

TA (info transformative activity)

TACT (info on cluster service)

1. Clever (Cleantech & Energy Innovation Cluster)

2. BiopMed (Life Science and Health Innovation Cluster)

3. Proplast (New Materials innovation Cluster)

cADW on circular economy & lightweight: design,

production and recycling of fibre composites

cADW on TA 'Smart Food Ecosystem > safety,

quality and food traceability along the food value

chain'

TAET - ToolboxTAET – Development of the Transformative Activities Evaluation

Tool

Bavaria:

1. Cluster Environment (partner in MOVECO)

2. Cluster MAI Carbon

Slovenia:

1. Smart Buildings and Homes, including Wood Chain;

2. Networks for the Transition into Circular Economy

3. Factories of the Future

4. Materials as End Products

Upper Austria:

1. CTC - Cleanttech Cluster

2. TCKT - Transfer Center for plastics engineering & technology

3. Wood K Plus - Wood competence center

1. SCC (smart Cities&Communities) Cluster

2. TAV Lombardy Cluster (technologies for living environments)

3. Lombardy Life Sciences Cluster (t.b.c.)

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The character and methodology applied differ among the 14 pilots because of the

different nature of NS1 – NS5, the various TA which were identified to be focused

on in the pilot actions and of course due to the different regional structures.

Brief Rationale

• The S3-Innovation Model was developed as a systematic process to identify and

develop Transformative Activities (TA) to serve regional development.

• Transformative Activities are a collection of innovation capacities and actions

of a group of actors derived from an innovative combination of existing

structures, targeting related areas and having the potential to significantly

transform existing industries.

• The results of the project have been framed into the S3-Innovation Model with

different specific services which have been tested in pilot clusters across

the Alpine Space.

• The Cluster Action Plan (CAP) describes the process and tools necessary to put

the S3-Innovation Model into practice with clusters playing an active role.

The five different action lines of the CAP are intended to turn regional

Transformative Activities into new industries.

Action Line 1: Provide a Base of Evidence

Action Line 2: Identify Transformative Activities

Action Line 3: Define Actions to develop TA

Action Line 4: Support Implementation of TA

Action Line 5: Evaluation and Monitoring

• The New Services (NS) – 1 to 5 - were developed to support the implementation

of the a.m. action lines of the CAP. These 5 New Services have been tested in

pilot clusters on regional and/or cross-regional level.

CAP NS tested

ACTION LINE 1: Provide a Base of

Evidence

NS1: S3-Synergy Diamond

ACTION LINE 2: Identify Transformative

Activities

EDW (no new service and already tested

by each project region)

ACTION LINE 3: Define Actions to

develop TA

NS2: Action Development Workshop (ADW /

cADW)

NS3: Alpine Space Cluster Innovation

Express (ACIE)

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ACTION LINE 4: Support Implementation

of TA

NS4: Transformative Activity Cluster

Toolbox (TACT)

ACTION LINE 5: Evaluation and

Monitoring

NS5: Transformative Activity Evaluation

Toolbox (TAET)

Five New Services (NS1-NS5) – Description

1. NS1: S3-Synergy Diamond

The S3-Synergy Diamond is an innovative methodology representing existing

capacities in a way that facilitates the identification of Transformative

Activities and captures opportunities for need-based interregional cooperation.

It intends to structure discussions around potential regional Transformative

Activities. As a first step, regions have to focus on four or max. five priority

areas (regional strengths) which might be source for such Transformative

Activities. The identification of regional strengths shall be based on

dedicated (statistical) evidence (based on additional qualitative and

quantitative analyses). The S3-Synergy Diamond can be applied on regional, but

also cross-regional level in case several regions intend to develop

Transformative Activities across regions. It provides a setting for evidence-

based inputs and common discussions on transformative actions and areas of

specialisation in the regional and cross-regional context.

It also presents a tool for redirecting attention to the actions that are led

and motivated by entrepreneurs.

Training Tool: S3-Synergy Diamond

A dedicated training tool is available online. It summarizes the S3-Synergy

Diamond methodology and gives valuable information on how to apply in practice.

2. NS2: Action Development Workshop (ADW / cADW)

The Action Development Workshop (ADW) is needed to define concrete actions for

further development of Transformative Activities and aiming at gaining critical

mass. Such activities normally follow-up the findings of a S3-Synergy Diamond

and / or the EDW – Entrepreneurial Discovery Workshop. Such actions should

target the regional but also national / international level (e. g. national or

international branding to present potential competitive advantage of a region

in a dedicated Transformative Activity) and consider upcoming technology and

market trends. An ADW can be implemented on regional, but also on cross-

regional (cADW) level.

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_sd.pdf

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The cross-regional Action Development Workshop (cADW) place emphasis on

developing cross-regional actions to create critical mass for further

developing Transformative Activities requiring access to extra-regional

capacities.

The character and methodology of an ADW / cADW applied might significantly

differ among the pilots and significantly depends on the regional demand.

Mandatory input are the Transformative Activities identified previously. The

ADW and cADW lead to a common development of a roadmap or an action plan.

Typically, such actions consider areas, like innovation and R&D, skill

development, regulative framework conditions, entrepreneurial support,

branding / internationalisation etc.

Training Tool: Action Development Workshop

A dedicated training tool is available online. It provides guidance on how to

implement the development of Transformative Activities in regional and cross-

regional Action Development Workshops.

3. NS3: Alpine Cluster Innovation Express (ACIE)

The S3-Innovation Model specifically supports cross-regional action development

with a proposal for an Alpine Cluster Innovation Express (ACIE).

The Alpine Cluster Innovation Express (ACIE) proposes a synchronization of

regional RDI calls into a cross-regional funding scheme to support the cross-

regional development of similar Transformative Activities via cluster

initiatives.

ACIE significantly improves framework conditions for cross-regional innovation:

Focus is placed on cross-border learning, competence development and innovation

creation. It allows for bundling of complementary regional competences. Thus,

by creating a critical mass, Transformative Activities across regions can be

developed faster and more efficiently than if each region were acting

separately.

Training Tool: Synchronized Funding Scheme - ACIE

A dedicated training tool is available online for regions and actors interested

synchronizing existing regional programmes. To illustrate the generic approach

of a Synchronized Scheme, a draft ACIE Call is available as well.

4. NS4: TA Cluster Toolbox (TACT)

While most cluster services known are mainly intended to support

competitiveness and innovation capacity of companies, specifically cluster

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_adw.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_sfs.pdf

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members, there is a need for cluster services intended to better address

Transformative Activities on regional level.

The TACT is a collection of cluster services which mainly aim at supporting

competitiveness and innovation capacities of cluster members through better

addressing Transformative Activities on regional level. It is made available

as a transversal support for different kinds of potential implementation

actions and contains:

• 23 best practices selected as a sub set of the 76 services collected in the

frame of cluster service survey.

The survey targeted 33 cluster initiatives of 11 regions from the Alpine

Space. The best practices were chosen on the basis of their completeness,

soundness and uniqueness. They target a variety of fields such as education,

innovation and technology, growth, collaboration and research and

networking. Please see Good Practice Report (deliverable WPT2).

Among all the best practices identified and already running in the Cluster

Organizations it is worth noting the following:

•“Mini-Master training” which aim to support a long-term collaboration between SMEs and large firms.

•“Academy: seminars and training units” that support cluster members in the updating of all current technological and industry-related changes.

Education Best Practise

•“Support in accessing public R&D and innovation calls, grants, tenders (regional, national, EU)” with the goal of increasing the competitiveness of the regional industries (at least three industrial participants).

•“Health Hackathon” which is fostering the cross-cluster collaboration

Innovation Best Practise

•“Innovation Days” that present companies competences & foster the collaboration among cluster participants and OEMs.

•“Cross-Cluster Collaboration” requires competences coming from both clusters & make use of an online tool mapping the technological competences of relevant stakeholders & triggering of further collaboration.

Collaboration Best Practise

•“Technology scouting events” that brings together best professionals, companies and start-ups for the identification of trending technologies.

•“Tech Exhibition” that focus on the identification of innovation roadmap through the hosting of B2B meetings, technical seminars and conferences.

Networking Best Practice

•“Business strategies support” which objective is to stabilize and increase the SMEs businesses and redirect their activities according to future market requirements, thus raising their competitiveness.

Growth Best Practise

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/t2-results/d.t2.2.1_goodpracticereport.pdf

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• 14 new cluster services out of 27 designed through 10 regional cluster

workshops proved to be suitable for pilot testing. The main outputs of these

cluster workshops are new cluster services to support the Transformative

Activities for enabling the continuous transformation of the cluster

participating actors and to promote the regions’ structural change. Please

see Cluster Workshop Report (deliverable WPT2).

Training Tool: Transformative Activities – Cluster Toolbox

A dedicated training tool is available online and provides guidance on how to

use the TA Cluster Toolbox.

5. NS5: TA Evaluation Toolbox (TAET)

In its final action line, the S3-Innovation Model includes a methodology

contributing to the evaluation and monitoring of the whole process.

The Transformative Activity Evaluation Toolbox (TAET), specifically addresses

the roles and contributions of cluster initiatives in the different action

lines of the S3-Innovation Model.

It provides a general framework that supports a formative evaluation during

the implementation of the S3-Innovation Model and facilitates necessary

adaptations and learning throughout the process.

In general, the evaluation contributes to a process of mutual learning and

knowledge exchange at the relevant actor levels. On the basis of the evaluation

results, the performance, effectiveness and sustainability of the

implementation of the S3-Innovation Model shall be measured and corrective

improved.

Training Tool: TA Evaluation Toolbox

A dedicated training tool is available online that provides a methodological

approach for the assessment of the interplay between S3 and clusters in the

implementation of the S3-Innovaton Model.

Five New Services (NS1 - NS5) – Pilot Experiences

The S3-Innovation Model comprises a systematic process, implementation services

and tools, which help regions to identify and further develop real Transformative

Activities most likely to turn into emerging industries. This new way to implement

S3 together with clusters and the related services have been tested in the pilot

phase of the project.

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/t2-results/s3-3alpclusters-deliverable-clusterworkshop.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_cluster-toolbox.pdf

https://www.alpine-space.eu/projects/s3-4alpclusters/project-results/the-s3-innovation-model/toolkit/tt_evaluation.pdf

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30 pilot clusters were involved in pilot testing the new services NS1-NS5. In

total 14 pilot activities were performed, presented and validated. The S3-Synergy

Diamond, Action Development Workshops (ADW/cADW) as well as the bunch of cluster

services summarized in the Transformative Activities Cluster Toolbox (TACT) have

proven as valuable support in the implementation S3 focusing on Transformative

Activities. The concept for the Alpine Cluster Innovation Express (ACIE), a

synchronized funding scheme that supports cross-regional actions, has been

designed as well as the Transformative Activities Evaluation Toolbox for

monitoring the implementation of the S3-Innovation Model with Cluster Initiatives.

The following reports on the executed pilot activities and shows the diverse forms

of application and shapes as well as methodologies which validates the services

as applicable for a variety of Transformative Activities and to be adaptable to

regions specific needs.

1. NS1: S3-Synergy Diamond Pilot

The S3-Synergy Diamond can serve as mandatory input for the Entrepreneurial

Development Workshop (EDW). Since it is very important to focus on the wright

scope within an EDW the S3-Synergy Diamond pilot aimed at refining the framework

for the base of evidence.

Within the lifetime of the S3-4AlpClusters project, S3-Synergy Diamonds have

been used for the identification of regional and cross-regional transformative

activities in all participating regions.

S3-Synergy Diamond was further tested in the project region Franche-Comté (FR).

1.1. S3-Synergy Diamond experience: Franche-Comté

Though Franche-Comté is a small territory, there is a high development

potential that can be empowered through S3. However, as in many other

territories, a first difficulty is to make actors be aware of the S3

concepts and to trigger then the emergence of synergic connexions between

these local actors, toward an innovation product intended to address a new

worldwide emerging market.

Synergy diamonds consist in a tool designed to inform and to increase

awareness of the Smart Specialisation Strategy opportunities within a given

economical ecosystem.

Rationale of piloting:

- First of all, the concept of S3 needed to be further strengthened in the

region: the knowledge of the concept was indeed rather low (but it might

be the case also in other regions, thus it might be a rather general

issue); however, the S3 potential is present, as there is a strong

connexion between education, research and industry, which could be

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easily strengthened if all the S3 actors could have a better awareness

and understanding of the S3 concepts and the motivations.

- Secondly, it is important for FEMTO-ST to emphasize ongoing projects,

through the communication and dissemination of their successes, as well

as the experienced difficulties which could be lowered in the future.

- In the more specific frame of the S3-4AlpClusters project, one also had

to notice that the S3-Synergy Diamond has been used to identify an ‘a

priori’ construction for innovative S3 approaches. FEMTO-ST’s opinion

is however that such a construction could (or should) strongly benefit

also from a ‘posteriori’ experience to be provided by the analysis of

already ongoing S3-projects in the regions.

Actors involved:

SMEs/local S3 project partners, Regional Council and regional agencies, one

academic player and an academic research institute that plays the role of

a kind of micro-cluster

Methodology:

- Presentation of the S3-Innovation Model and collecting feedback from S3

project partners

- Presentation in detail the S3-Synergy Diamond and the way it could be

used with partners

- Test ex-post the S3-Synergy Diamond on a S3 project construction

Aim:

Take the opportunity to present to the regional partners the results of S3-

4AlpClusters, in order to collect any eventual feedback.

Share knowledge on S3 and the use of S3-Synery Diamond. Continue testing

the S3-4AlpClusters tools, since some S3 priorities in the region were not

totally and fully completed though there is a potential.

Success factors & pitfalls:

- Involved networked partners (SMEs, Lab.)

- Difficulty to involve other players

- Positive feedback about synergy diamonds, but lack of information

- Need for S3 teaching / concept presentation

- Extra-issue: intellectual property management in the S3 construction

process

- Critical administrative issues (too heavy)

2. NS2: ADW/cADW (Action Development Workshop) Pilots

Testing ADWs and cADWs for working out concrete actions (action plans/road

maps) necessary to further develop the identified TA.

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ADW/cADW were piloted by project partners from Baden-Württemberg (DE), Bavaria

(DE), Franche-Comté (FR), Espace Mittelland (CH), Lombardy (IT), Piedmont (IT),

Salzburg (AT), Slovenia, Upper Austria (AT) and Veneto Region (IT).

2.1. cADW: Bavaria, Franche Comté, Slovenia, Upper Austria

Focused TA: 'Circular economy & lightweight materials > design, production

& recycling of fibre composites'

Based on the S3-Synergy Diamond targeting the EUSALP challenge of economic

globalization (Strategic Alpine Space Areas for Cross-regional Cooperation)

and the list of Transformative Activities compiled from the EDW series in

the project (3.4 Lightweight materials/Bavaria, 17.2 Lightweight

technology/Upper Austria, 18.1 Circular-Economy (materials circle)/Upper

Austria, 11.15 Second materials technology/Slovenia, 11.16 Bio-base

composites/Slovenia) a potential was identified for cross-regional

cooperation in the priority areas of manufacturing and new materials.

Furthermore, a telephone conference was needed to discuss crucial topics

and future challenges at the crossroads of circular economy and lightweight

materials and finally the focus was unmistakeably defined.

Rationale of piloting a cADW:

In terms of the S3-Innovation Model, cross-regional cooperation has to be

strengthened in all S3 of the Alpine Space – this was also demonstrated by

the StressTest results. The regions piloting this cADW have had no

significant alignment with S3 of other regions, although they are aware on

the benefit of joint efforts across regional borders.

http://www.alpine-space.eu/projects/s3-4alpclusters/project-results/wp-results/s3-4alpclusters_synergyreport_24012018comm_approved.pdf

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Actors involved:

Innovation stakeholders from different technology fields, e.g. production,

automation, recycling, packaging, mobility and constructions, relevant for

the identified TA were well presented. It was a mix of experts in

environmental and clean technologies, plastics engineering, wood value

chain, carbon composites, smart buildings and home, transition to circular

economy, lightweight and new materials, advanced manufacturing as well as

representatives from the governmental level and the chamber of commerce and

industry.

Methodology:

For preparation of the cADW we relied to previous project results, in fact

to the compilation of the identified TA, to the Cluster Action Plan and

description of the ADW/cADW. The participating regions established in

advance to the cADW a 1-pager on 'Circular economy & lightweight materials

> design, production & recycling of fibre composites' that gave an overview

on the

- involved clusters,

- current activities/initiatives/projects,

- specific know-how/new developments,

- specific problems,

- further stakeholder institutions/organisations

TA and details of workshop setting were discussed in several conference

calls. A detailed communication of the methodology to all participants and

especially to the project–external experts was necessary for their

preparation.

The workshop setting was developed by project partner Business Upper

Austria. Moderation was done by Christoph Reiss-Schmidt/Business Upper

Austria who has strong experience in conducting result oriented and

interactive workshops.

The first part was dedicated to presentations and knowledge sharing in

order to get familiar on competences and challenges in the different

regions. The second part was dedicated to elaborate in 4 rounds the intended

result, an action plan.

Round 1: Identification of challenges & competences

Round 2: Matching challenges & solution > prioritization

Round 3: Action development phase

Round 4: Draft of action plan including next steps

Participants were asked at each working round to note their

contribution/ideas on the post-its and stick them onto the prepared brown-

papers. The inputs were discussed after each round before going ahead. The

group was on the move, a fruitful working atmosphere and ease of interaction

was created.

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Aim:

➢ Cross-regional approach to solve the problem of including fibre

composites waste in the circular economy

➢ Actions towards the profitable recycling of fibre composites

➢ Develop an action plan with concrete next steps

➢ Initiate cross-regional cooperation of relevant clusters and

stakeholders in a specific TA

Results: Action Plan

For 3 of the identified challenges the group agreed on 4 actions, next

steps, the responsible and cooperating actors as well as on a rough

deadline.


➢ Definition/selection of TA, creation of common understanding of the cADW

objective amongst organizers and communication of clearly defined TA and

cADW objective to external experts in advance

➢ Date of workshop: especially in case of cross-regional meetings it’s

hard to find a date where all needed experts are available. But no cADW

without thematic experts!

➢ Participants: Identification & choice & motivation of experts; If the

defined TA is of interest and the cADW objective is clearly communicated

than suitable experts can be successfully motivated to participate.

➢ If the chosen experts from different regions do not match because of

different know-how, interest & needs then the cADW objective can’t be

reached, the experts don’t generate any benefit from their participation

and won’t do it once more.

➢ Moderator & workshop setting: an experienced moderator shall guide the

group; an external moderator has to be briefed in detail on the

expectations and objective of the cADW;

➢ [Bavaria] Most plans and initiatives fail, when there is no dedicated

budget available for the planned activities. PP BayFOR recommends to

include the search for public funding - from regional to national and

European funding programs - not only as a part of the cADW-process, but

as a part of the cADW-preparation phase as well.

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2.2. cADW: Upper Austria, Veneto Region

Focused TA: ‘Smart Food Ecosystem > Safety, quality and food traceability

along the food value chain’

Based on the S3-Synergy Diamond targeting the EUSALP challenges of

demographic change and climate change/energy (Strategic Alpine Space Areas

for Cross-regional Cooperation), the list of Transformative Activities

compiled from the EDW series in the project (4.10 Smart Nutrition/Upper

Austria, 7.2 New products and productive methodologies

(Agrofood/Environment)/Veneto, 6.4 Predictive maintenance, 16.2 Products &

production systems of the future, e.g. robotics for agriculture/Upper

Austria, 19.4 Digitization of food production/Upper Austria, 19.5. Building

R&D capacities and awareness of regional quality at companies in the food

sector/Upper Austria) as well as several telephone discussions the regions

agreed to target crucial topics and future challenges at the crossroads of

ICT/Manufacturing and Agrofood/Smart Food. Finally the focus on safety,

quality and traceability along the food value chain towards a smart food

ecosystem was defined.


This new service of the S3-Innovation Model matches the request of networks

and clusters of Veneto Region regarding the international cooperation with

other regions. The cross-regional approach should give the companies the

opportunity to create strong alliances in clusters and networks to better

face all challenges of new and old markets.

Further the stress test result showed up that there is a need for a

systematic approach for cross-regional cooperation in the priority fields

of S3.

Actors involved:

Innovation stakeholders and thematic experts representing the food cluster,

mechatronics cluster, the network for health ecosystem and smart nutrition,



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the network ICT for smart manufacturing processes and representatives from

the governmental level as well as from regional business and innovation

agencies.

Methodology:

For preparation of the cADW we relied to previous project results, in fact

to the compilation of the identified TA, to the Cluster Action Plan and the

description of the ADW/cADW.

The participating regions established in advance to the cADW a 3-pager on

'Smart food ecosystem > safety, quality and food traceability along the

food value chain' that gave an overview on the

- involved clusters

- current activities/initiatives/projects

- specific know-how/new developments

- specific problems

- further stakeholder institutions/organisations

Several conference calls were needed to adjust on date, TA and details of

workshop setting as well as an intensive e-mail conversation. It was

important to communicate the methodology in detail to all participants and

especially on regional level to the experts for their preparation.

The first part was dedicated to presentations and knowledge sharing in

order to get familiar on competences and challenges in the different

regions. The second part was dedicated to elaborate in 4 rounds the intended

result, an action plan.

Round 1: Identification of challenges & competences

Round 2: Matching challenges & solution > prioritization

Round 3: Action development phase

Round 4: Draft of action plan including next steps

Participants were asked at each working round to note their

contribution/ideas on the post-its and stick them onto the prepared brown-

papers. The inputs were discussed after each round before going ahead. The

group was on the move, a fruitful working atmosphere and ease of interaction

was created.

Aim:

➢ Offer opportunity to share information and solutions to similar issues

➢ Common actions with focus on safety, quality and traceability along the

food value chain towards a smart food ecosystem

➢ Develop an action plan with concrete next steps

➢ Initiate cross-regional cooperation of relevant clusters and

stakeholders in a specific TA

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Result:

Identification of several common challenges for transformation towards a

smart food ecosystem. For 3 of those challenges the group agreed on related

actions, next steps including rough timeframe as well as the responsible

and cooperating actors.

Success factors and pitfalls:

➢ Definition/selection of TA, creation of common understanding of the cADW

objective amongst organizers and communication of clearly defined TA and

cADW objective to external experts in advance

➢ Date of workshop: especially in case of cross-regional meetings it’s

hard to find a date where all needed experts are available. But no cADW

without thematic experts!

➢ Participants: Identification & choice & motivation of experts; If the

defined TA is of interest and the cADW objective is clearly communicated

than suitable experts can be successfully motivated to participate.

➢ If the chosen experts from different regions do not match because of

different know-how, interest & needs then the cADW objective can’t be

reached, the experts don’t generate any benefit from their participation

and won’t do it once more.

➢ Moderator & workshop setting: an experienced moderator shall guide the

group; an external moderator has to be briefed in detail on the

expectations and objective of the cADW;

2.3. ADW: Fribourg / CH

Focused TA ‘Bio-based inputs for the plastics industry’

The TA shall draw on and build up related innovation capacities necessary

to develop bio-based inputs for the plastics industry. It was identified

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in an EDW that was previously conducted in Fribourg with regional cluster

initiatives (Swiss Plastics Cluster, Cluster Food and Nutrition, Building

Innovation Cluster), research institutions (such as the Plastics Innovation

Competence Center of the School of Engineering and Architecture),

enterprises and policymakers using the S3-synergy diamond addressing EUSALP

challenges climate and energy (Strategic Alpine Space Areas for Cross-

regional Cooperation).

Rationale of piloting an ADW:

Subsequent the ADW was organised to work with key actors on concrete actions

to further develop the TA.

Actors involved:

Representatives of the relevant clusters, namely ‘Food and Nutrition’,

Swiss Plastics Cluster and Innosquare participated, industrial partners as

well as competence centers for plastics and food & beverage.

Methodology:

Key actors presented their ideas on TA for a bio-based economy in Fribourg,

funding schemes and project set-up mechanism. Following intervention logic

for a transversal project between the cluster food & nutrition, the Swiss

plastics cluster, the plastics innovation competence center and industrial

partners.

Aim:

An action plan towards collaborative R&D projects, networking activities

and development of critical skills between the clusters, research

institutions and regional and extra-regional enterprises.

Result:

A collaborative project will be mounted including clusters, competence

centers, regional and extra-regional SME and enterprises. For the need of

extra regional cooperation a new regional funding scheme will be introduced.



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2.4. ADW: Salzburg / AT (a)

Focused TA ‘Create an unmistakeably distinctive profile for the region of

Salzburg as a Life Science Hub’

Based on the result of a previous EDW, the Life Science Strategy Austria,

the Science an Innovation Strategy Salzburg 2025 (WISS 2025) the

collaboration between science and research, private companies, education,

politics and public administration shall improve the visibility and create

an unmistakeably distinctive profile for the region of Salzburg as a Life

Science Hub / strengthening the eco-system of Salzburg in the life sciences

sector.


The ADW helped to define concrete actions / a roadmap for further

development of the identified TA.

Actors involved:

Relevant key actors, e.g. enterprises and cluster managers

Methodology:

Relevant stakeholders for the respective TA were invited to ADW. Important

was the evaluation of the business requirements in this topic. The workshop

was moderated by an external moderator (Austin | BFP) who was briefed in

detailed in advance. Interactive workshop methodology was used e.g. open

discussion, brainstorming within working groups / teams, slides were used

to guide through ADW and highlight most important points for the development

of the road map | action plan.

Aim:

Development of a road map including process, activities, involvement of

stakeholders and their roles.

Result:

An action plan - pool of ideas – and a road map was developed and

responsibilities assigned to participants.

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➢ A limited group of experts should be involved

➢ A moderator is very important

➢ Common picture of actors involved -> understanding of where the “journey”

should lead

➢ Interactive workshop setting

2.5. ADW: Salzburg / AT (b)

Focused TA ‘Smart and soft improvement and innovation in the field of

construction / building and energy’

The two thematic fields – smart buildings / construction and smart energy

– were combined in an EDW at a prior stage of the S3-4AlpClusters project.


Based on the results identified in the a.m. EDW (more collaboration between

these thematic fields; common topics e.g. smart settlement etc.) an ADW for

these thematic fields has been organised.

Actors involved:

Key actors from Salzburg University of applied sciences (Fachhochschule

Salzburg), research institution (ispace), cluster manager (ITG) and

Salzburg Institute for regional planning and housing (SIR) were involved.

Methodology:

Based on the S3 of Salzburg (WISS2025) and results of the prior EDW (incl.

synergy diamond) the ADW was prepared together with an external moderator,

but moderated by the organiser. The relevant stakeholders for above

mentioned topic were invited to the ADW. All participants were already

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involved in the EDW conducted in a prior project phase. Interactive Workshop

methodology was used like open discussion and brainstorming within working

groups. Important points for the development of the road map | action plan

were: process, activities, involvement of stakeholders, roles, funding

schemes, collaboration within “research association”, strategy paper,

identification of 2 – 4 key topics for future research themes (based on

EDW), assignment of patronage for identified topic, discussion of next

steps and tasks till end of 2018 and 2019.

Aim:

Definition of concrete actions / a roadmap for further development of the

identified Transformative Activities.

Result:

4 thematic topics for future collaboration research were identified and

patronage assigned. First draft of road map for 2018 and 2019 developed.

Success factors:

➢ A limited group of experts should be involved

➢ A (external) moderator is very important

➢ Involvement of regional eco-system (business, education, research,

governance)

➢ Perform translation work as intermediary

➢ Common picture (where the “journey” should lead to)

➢ Interlinking of regional needs and proposals

➢ Interactive workshop

2.6. ADW: Piedmont / IT

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Focused TA ‘Combination waste management & new materials in different

sectors’

Piedmont identified this TA based on the list of Transformative Activities

from the EDWs synopsis.


Combining two linked thematic – waste management and new materials – in

different sectors of application. Matching the problems in the one cluster

with competences in another in order to define actions to further develop

TA for optimization of plastics recycling and waste management of medical

plastics in the Piedmont region.

Actors involved:

Participants are involved in the regional research and innovation system

and represented the regional clusters. The medical and pharmaceutical

industrial sector, a group of waste management companies and industries of

the new materials sector were well presented.

Methodology:

All participants were informed on the objective of the ADW and agenda in

advance. To introduce the ADW several slides describing the goal of the

project, the S3-Synergy Diamond, the outcome of the EDW organized few months

before and the new S3-Innovation Model. The workshop continued discussing

with the participants the activities and common issues related to the TA

in their respective sector of application and how to proceed in the

organization of the next event.

Aim:

Discussion of concrete actions amongst clusters to develop future

Transformative Activities in order to satisfy the SMEs members and, at the

same time, the regional demand in the fields of new materials and circular

economy. The combination of new materials and circular economy linked to

different fields of application (3 different clusters) should furthermore

aim to gain critical mass.

Result:

On one hand the optimization of plastics recycling and plastics waste

management are an economical problem to be solved and especially the waste

management of medical plastics because it is difficult to select and

separate and the European regulation was changed recently. On the other

side there are several members of another cluster with expertise in waste

management who can offer support and propose solutions to the others cluster

members.

It was decided to organise a Networking Event (workshop/seminar) to address

these problems, to connect different stakeholders including the responsible

of the S3 implementation in the region in order to match problems and

solutions.

In order to gain additional information on these topics from Cluster

members, it was further decided to organize a survey on cluster member’s

needs, competences and interest in cooperation.

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➢ Active engagement of the actors in achieving the aim of the workshop

➢ Definition of activities to be performed in near future (time and

methodology)

Pitfall:

➢ Although companies have strong interest in the improvement of waste

management improvement, they barely invest in medium - long term

activities to innovate and change current situation

2.7. ADW: Lombardy / IT

Focused TA ‘Management of fragile and chronic patients in disadvantaged

areas of Lombardy’

Based on the conclusions drawn from the EDW held in Lombardy region in

2017, which identified interesting intersections between health sectors,

ICT and smart cities (Synergy Diamond) and with reference to the new

regional models of management of chronic patients, the pilot action intended

to create an environment in which all the actors in a shared way can

understand the model and make it concrete. The Cluster is a facilitator

supporting the collection, sharing, evaluation and prioritization of

vision, ideas and skills.


The management of these kind of patients, specifically living in the

mountain areas of the Lombardy region becomes relevant for at least two

reasons: Support the population that faces daily difficulties in managing

these people, reconciling daily life with family care efforts and secondly

to create the conditions for a new population to reach the mountain

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territory, re-launching its development, having the certainty of a good

level of services;

Being able to offer services in these areas allows us to cope with more

complex needs.

The Transformative Activities are therefore born from these precise inputs

in a context of strong presence of technological companies that can

cooperate with health professionals in order to find solutions to the

proposed theme.

Actors involved:

The regional actors in the production chain of health policies and new

technologies have been involved and this has allowed to adequately represent

the proposed Transformative Activities. The group was made up of health

providers and (cluster)-managers, technology sector/ICT companies, health

and social care sector company, research center / universities, public

authorities and institutions.

Methodology:

➢ Preparation: internal research and analysis on the problematic

➢ Exploring round table: An exploration meeting to extract and sharing

knowledge and needs about the problem and the target (personas)

➢ Analyses of results and preparation of ‘detection round table’

➢ Detection round table: A focusing meeting to collect and confirm the

requirements (processes, technology, partnerships, law...) and the

organisation of specific needs (User Stories)

➢ Implementation (intercluster): last table of validation of development

steps and possibly business matching between operators / actors present

on the tables.

Aim:

Aim of this pilot is to experiment a new and useful environment in which

all the stakeholders could share a common vision and gather information on

the needs of a new technological service.

Result:

At the end of the two tables we obtained information useful to:

➢ Obtain the commitment of all the participants to the meetings

➢ Collect the many "points of view" about the problem

➢ Complete knowledge of the “Product Backlog" to achieve the vision about

the Value for the Target (Personas)

➢ Define the «User stories» that describe the vision and indicates the

implementation steps

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It would be advisable to complete the pilot action with organisation of at

least one other table – the implementation table - to define together the

operational steps in terms of macro activities to be carried out, rules and

shared roles (elementary items, priorities, tools)


➢ The applied methodology is useful when both the problem and the solution

are uncertain and can help to define a "common vision", to identify the

service target ("personas") and its needs, to address services and to

identify "small steps". Through these "small steps" the vision can become

progressively more defined and certain, dynamically aligned with the

evolution of the environment and specific needs. (eg: product backlog

and prioritization)

➢ Limit the risk and expense of a traditional approach in order to obtain

stakeholder satisfaction even in an uncertain and changing environment,

allowing self-regulation to progress

➢ Number of participants: The coexistence of all the stakeholders could

be potentially chaotic at the time of sharing on the round table. The

suggestion is to limit the number of participants to 9 people, possibly

organize more than two tables.

➢ The initial and intermediate phases (preparation and analysis) are

fundamental for obtaining needed information from the stakeholder und

defining next steps.

2.8. ADW: Baden-Württemberg / Region of Black Forest

Focused TA ‘smart production, materials for energy efficient production and

industrial design’

The TA was identified by applying the S3-Synergy Diamond during a previously

carried out EDW in Baden-Württemberg.

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Consequent to the EDW the next step was to discuss during the ADW how to

best support the development of the identified TA.

Actors involved:

All experts represented at least one priority area /strong industry in the

region of Black Forest (wood-, manufacturing-, ICT & multimedia-clusters,

chamber of commerce, cluster agency and regional development agency). Thus

the S3-Synergy Diamond was properly represented. Ministry participated as

passive members.

Methodology:

First round: EDW with S3 Synergy Diamond to identify TA. The EDW strictly

followed as previously implemented in S3-4AlpCluster Project.

Second round: ADW to identify a common action plan how to further develop

the identified TA in the future. Additional tools have been applied,

especially the Inno-Trend-Radar during the ADW.

Aim:

Define a common action plan for further development of respective TA.

Result:

Actions were identified on regional, national and European level.

The ADW is finished and completed. Now it is up to the region to develop

the TA further.


The strict application of the approach of the EDW, the S3-Synergy Diamond

and the focus on actions to be implemented on all levels was key of success.

Looking for funding did not play an important role since this will follow

once the action plan is being implemented.

3. NS3: ACIE (Alpine Cluster Innovation Express) Pilot

As previously mentioned cADW pilots shall focus as well on the possibility to

implement the actions (developed in the cADW) by the means of the ACIE. Therefor

it is necessary to work towards a first synchronised call in parallel. When

further developing the ACIE it is important to consider that the design of the

related support schemes shall match with the actions to be implemented.

Due to the limited duration of the S3-4AlpClusters project a submission of a

project based on the results of the cADW might be after the end of the S3-

4AlpClusters project.

ADW and c-ADW pilots have shown that there is a need for cross-regional

cooperation either to gain extra regional know-how and/or critical mass.

https://www.iit-berlin.de/de/publikationen/regionale-transformationsprozesse-verstehen-und-gestalten-neue-instrumente-der-regionalen-strategieentwicklung/

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Further the pilots have proven that there are many topics for bi- or trilateral

calls.

Therefore, project partner regions Baden-Württemberg (DE), Bavaria (DE), Espace

Mittelland (CH) and Slovenia continued the conceptual work on the ACIE.

3.1. ACIE – Proposal

The Alpine Cluster Innovation Express (ACIE) is a proposal for a synchronized

funding scheme to facilitate cross-regional cooperation and development of

Transformative Activities. This would allow alpine regions to tap into

external capacities and bundle regional competences to generate the

necessary critical mass for Transformative Activities across the Alpine

Space. The full proposal, as well as a draft ACIE Call are available online.

In a nutshell, ACIE is a common funding scheme approach implemented by

several regions aiming to support the development of the same Transformative

Activities. Facilitating collaboration across-regions helps to gain critical

mass to develop Transformative Activities by demand-driven collaboration

across regions. Focus is placed on cross-border learning, competence

development and innovation creation. Bundling different competencies from

cluster actors from participating regions provides good framework conditions

for cross-regional innovations. To allow for need-based collaboration and

focus on Transformative Activities addressing common opportunities related

to major challenges for the alpine macro-region, as outlined in the EU

Strategy for the Alpine Region (EUSALP), the ACIE proposal addresses

Transformative Activities identified based on the specific S3-Synergy

Diamonds.

ACIE calls are funded by already existing regional programmes whose calls

are synchronized accordingly. It is designed to support collaborative

projects among several partners, all of whom apply according to their “home”

funding role.

The ACIE scheme has the significant advantage that funding does not cross

any borders nor do any regional funding rules need to be changed. Due to

the fact that already existing programmes are involved, the ACIE scheme does

not require additional money. By synchronizing existing programs, the calls

that are directed at similar targets allow for an increase in the critical

mass and a bundling of complementary regional competences. Thus, the policy

targets can be reached faster and more efficiently than if different regions

would each try to succeed separately. The focus of specific ACIE calls is

placed on further developing Transformative Activities, which are of high

priority for all the participating regions.

ACIE applications are evaluated based on the selection criteria set forth

in specific ACIE calls along with criteria from regional/national funding

organisations.

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4. NS4: TACT (TA Cluster Toolbox) Pilots

TACT pilots contribute to the development of such Transformative Activities

Cluster Tools by testing and modifying services of the toolbox and developing

new innovative cluster services in practice.

The process to the implementation of new cluster services is comprised of:

- Testing and, if needed, modifying one or more cluster services arising from

the collection of best practices and the new cluster services, described in

the cluster workshop synopsis, that support the implementation actions; the

methodology is very depending on the type of service and an important step

is to select the TA that shall be supported by the selected cluster service;

- Evaluation of the methodology tested, identification of the opportunities

for improvement and release of the improved cluster service.

Partner regions Lombardy (IT), Piedmont (IT), Trento (IT) and Veneto Region

(IT) conducted following pilot tests on cluster services out of the TACT.

4.1. Veneto Region / Think Tank of Innovation

TA: Recycling and Substitution of Raw Materials

Motivation of piloting the ‘Think Tank for Innovation’: to foster the

innovation of SMEs

Rationale for selecting this cluster service:

It helps collaboration among the different players, based on practical

needs of the clusters companies and skills and knowledge provided by the

research centers.

Actors involved:

Organisers: Regione Veneto, Veneto Innovazione

Pilot clusters: SINFONET - Smart & Innovative Foundry Network

R&D (university/non-university): University of Padova

Further actors: students of 3 Faculties of the University of Padova, 12

companies of the cluster, local stakeholders (TT agencies, policy makers

representatives, technicians)

Aim & methodology:

The initiative aims to foster the generation of innovative ideas for future

research field; a one-day ideas development laboratory is organised after

a preparation phase in which all participants get to know the methodologies

applied

Results:

Companies collect fresh ideas from skilled student that can help in finding

innovative technological solutions; students have the possibility to be

engaged in practical cases, deal with companies’ professionals and be

further on involved also in the project implementation (job recruitment)

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A crucial aspect is the ability of the tutors (companies’ representatives)

who drive the process during the laboratory; the preparation phase is

crucial as well in order to have the teams ready during the implementation

phase; one day implementation could be a constraint.

4.2. Piedmont / Networking Event

TA: New Materials & Energy: combination of waste management & new materials

in different sectors

Motivation:

Put in contact different stakeholders (- Plastics materials companies -

Medical and pharmaceutical companies - Experts in waste management –

Representatives responsible for the regional S3 implementation),

implementation of action developed in previous ADW;

Rationale:

Supporting SME connecting two thematises in different sectors, involving

different stakeholders and attracting interest of the regional policy

makers to support companies in the development of actions related to the

TA, i.e. to fund specific R&D calls, finance dedicated training activities,

support access to new technologies, etc.

Actors involved:

Proplast Cluster (organizer), Pilot clusters: Biopmed Piedmont Innovation

Cluster (Bioindustry Park), Clever Piedmont Cluster (Environment Park);

Further actors: SMEs, Piedmont Region’s responsible

Aim & methodology:

Optimization of plastics recycling and plastics waste management;

optimization of waste management of medical plastics. The details of the

event were well discussed and agreed in advance between the relevant

clusters.

Results:

Development of new and interesting future service to be offered to the

Clusters members by organizing a network event for exchanging and matching

of different actors (clients and suppliers) and promoting the deep knowledge

about regional industrial base inside the industrial waste management and

reuse plastic material.


On the one hand strong interest from the industrial companies but on the

other hand low attendance of SME because of their main focus in the

production.

A targeted strong promotion (direct e-mail, telephone calls, FB, LinkedIn

and Instagram, websites) of the event is important to avoid less

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participation. Further it is needed to highlight the benefit of

participating, e.g. information about solutions, benefits and possible

access to public funding.

4.3. Autonomous Province Trento / IP Management for SMEs

TA targeting ‘Green-environmental cluster’, ‘Material for 3D Printing’ and

‘Additive Manufacturing’

Motivation:

During a previous Cluster Workshop, the cluster managers showed interest

in the development of a services related to intellectual property

management. The pilot supports the cluster managers to develop and test

this service.

Rationale:

Due to the direct interest of the cluster managers of the regional cluster

organization it was decided to focus the pilot on green-environment,

material for 3D printing and additive manufacturing.

Actors involved:

PAT (regional authority in charge for S3), HIT-Trentino Innovation HUB, 3

pilot clusters, experts the area of empirical studies and involvement of

an IP consultant for better design and development of the service and

methodology in detail.

Aim & methodology:

The service intends at supporting the cluster manager to identify

improvement actions for the cluster organization and the cluster members.

These actions aim to better protect and exploit the SMEs intellectual

property and support them in the valorisation process. In this context, the

SMEs will enhance their awareness regarding IP strategies and improve their

forward-thinking mind-set in order to forge partnerships to grow and gain

access to new technologies, capabilities and markets.

Steps of the pilot action:

➢ Preliminary involvement of Cluster & Cluster Members

➢ Development of a Questionnaire

➢ Compilation of the Questionnaire by Cluster Members

➢ Analysis of the collected data

➢ Definition of the actions to be implemented

➢ Evaluation of the methodology and opportunities for improvement

Results:

The Cluster Manager will have all the required instruments for the future

application of the service to improve actions which better protect and

exploit the SMEs intellectual property and support them in the valorisation

process.

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➢ New Methodology and Questionnaire

➢ Compiled Questionnaire

➢ Analysis and Recommendations Report

➢ Tools: spreadsheets, documents required for the issue of the

Questionnaire and the data analysis.


➢ No. of responses from cluster members surveyed

➢ Use of the service by the cluster managers after the pilot test

➢ In order to avoid less responses or that the service is not used it is

necessary to involve and meet the relevant stakeholders, to engage the

cluster managers and the most suitable cluster members.

➢ Further IP expert will be consulted in order to guarantee a high level

assistance and robust results for a future use of the service.

5. NS5: TAET (TA Evaluation Toolbox) Pilot

The TAET pilot have developed a methodological approach for the assessment of

the interplay between S3 and clusters: TA Evaluation Toolbox (TAET) / Evaluation

of the interplay between S3 and Clusters.

Project partners ITG Salzburg, Poly4emi/SI, Cluster Agency Baden-Württemberg

and convelop GmbH developed the concept based on desk research, the

participation in a workshop and expert discussions.

With the TAET, the S3-Innovation Model includes a methodology contributing to

the evaluation and monitoring of the process. The TAET addresses the roles and

contributions of cluster initiatives during the implementation of the S3-

Innovation Model along the action lines, focussing on the linkages between the

two parallel processes on cluster and policy level. The assessment builds on

the proposition that the S3-Innovation Model is an effective approach for

promoting Transformative Activities to build a critical mass in the Alpine

Space.

Scope of the TAET: Role and contributions of cluster initiatives

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Final Recommendations

The ongoing debates on updating the S3 efforts in the European innovation policy

framework and related regional innovation strategies focus mainly on practical

implementation challenges.

Potentially critical elements are identified at various levels ranging from a

lack of understanding of the entire S3 concept to missing compatibility between

S3 and policy tools for implementation, missing political commitment to focus on

a limited field with high transformative potential, or a lack of critical mass

in terms of innovation actors and public investments.

New methodologies and tools are developed for future-oriented regional analysis

and implementation of smart industrial transformation processes. In a similar

vein, the S3-Innovation Model has been implemented with pilot clusters across

the Alpine Space within the S3-4AlpClusters project. Based on these first

experiences, we conclude with three recommendations which we suggest to consider

in current and future policy discussions on S3-implementation:

1) The locus of S3-implementation should shift from existing priority areas to new Transformative Activities (TA)

2) Cluster initiatives should be used as levers for regional economic development and take over active roles in a systematic process to identify

and develop TA

3) Cross-regional cooperation in the identification and development of TA should be further supported by cross-regional synchronized funding schemes

Tools and methodologies for S3-implementation, such as S3-synergy diamonds,

entrepreneurial discovery workshops (EDW) or action development workshops (ADW)

are valuable individual contributions for future policy designs.

Nevertheless, it is only by putting them into the context of a systematic

innovation model, with a strong focus on Transformative Activities, and by

making them the levers for cross-regional cooperation and a systematic

involvement of cluster initiatives in regional economic development, that they

become fully relevant for smart transformation processes leading to innovation

within businesses, new value chains and jobs in innovative new areas.

Recommendations for practical implementation of NS1 – NS5

which were tested in the pilot phase of the project with

pilot clusters:

1. NS1: S3-Synergy Diamond – practical Recommendations

Preparation of a Synergy Diamond - Starting point:

• Focus on regional challenges

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In order to select priority areas and to facilitate a targeted discussion

about potential Transformative Activities it is recommended to focus on

specific challenges the region faces (e.g. demographic change, climate

change).

• Selection of priority areas

Based on the chosen regional challenge which serves as a framework, relevant

priority areas (according to the regional Smart Specialisation Strategy)

that can contribute to tackle the challenge, are selected.

Success Factors:

• Chose a challenge that is relevant and of high immediacy for the region as

a framework for the development of the S3-Synergy Diamond.

• Selecting the “right” priority areas as corner stones of the Diamond is

essential to identify meaningful Transformative Activities.

• Consider the current capacities and entrepreneurial resources as well as

emerging technologies, trends and markets to identify TAs.

• Ensure that the discussion does not adhere to traditional sectoral

boundaries, but provides a setting that facilitates an open forum to cross

sectoral and regional limits.

• Integrate the perspectives of the quadruple helix in the development of the

S3-Synergy Diamond.

- Involve stakeholders with a sufficient overview of the regional

entrepreneurial basis and international market trends and who are able

to identify linkages between priority areas.

- Representatives of cluster initiatives can provide detail perspectives

and expertise regarding their entrepreneurial background.

2. NS2: Action Development Workshop (ADW/cADW) – practical Recommendations

Preparation of a regional ADW:

• Define one/several Transformative Activities on which you focus your ADW.

- Focusing on a limited number of Transformative Activities enables a

substantiated discussion.

- The selection of the Transformative Activities should be based on the

results of the EDW-Entrepreneurial Discovery Workshop.

• Prepare an information sheet (“One-pager) about the most relevant

information regarding the Transformative Activities.

- The structured information supports the establishment of a common ground

and understanding.

• Invite relevant participants.

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- Make sure that relevant stakeholders who can contribute to the further

development of the TA participate (esp. companies, R&D, intermediary

organisations, cluster initiatives).

- Involve the stakeholders before the workshop and provide them with

necessary information (“One-Pager”).

• Organise a facilitator.

- An (external) facilitator helps to ensure the workshop flow and brings

an independent perspective to keep the workshop on track.

• Assign a minute taker to ensure good documentation of the results.

Special considerations for the preparation of a cross-regional ADW:

• Identify regions with similar Transformative Activities or complementary

resources to create critical mass.

- The S3-4AlpClusters report “Strategic Alpine Space Areas for Cross-

regional Cooperation”provides an overview about potential synergies with

the project partner regions.

- Participating in projects funded by European Territorial Cooperation

(INTERREG) facilitates cross-border and transnational networks that can

be built on.

- European platforms and databases (e.g. European cluster observatory or

S3-Platform) help to identify regions with specific critical mass

(clusters) in certain areas or priority area.

• Get in touch with representatives of the partner region/s and inform them

about the objectives of the process and the cross-regional ADW.

• Coordinate the preparation of inputs for the cross-regional ADW.

- Prepare a One-pager with essential information about each region

beforehand and provide the participants with this information before the

workshop.

• Invite relevant participants from the partner region/s.

- E.g. cluster managers, companies, research organizations, companies with

a good overview of their regional innovation system.

• Consider more time for the workshop, language and cultural diversity.

- If necessary, provide interpretation service for the representatives of

the partner region/s and ensure diversity sensitive facilitation and

communication.

Success Factors:

• Invite a good mix of participants with respective interest and

qualifications.

- To ensure their participation, explain the purpose and benefits of

participating in the workshop.

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- A personal invitation letter from regional authorities can increase the

interest of participation.

- Provide information beforehand (One-pager) and provide a written agenda.

• Ensure a good briefing of and cooperation with the external facilitator.

- Explain the objective of the workshop and the methods.

- Discuss potential adaptations of the workshop design and methods in order

to adjust them to your specific needs.

• Prepare a collaborative and interactive setting and design that facilitates

active involvement of each participant.

- Consider the number of participants and adapt the workshop design and

setting accordingly (e.g. group work, sufficient time for discussion).

• Ensure good documentation of the discussions and the results (incl.

photographs).

• Define follow-up steps to ensure continuous (cross-regional) cooperation.

3. NS3: ACIE (Alpine Cluster Innovation Express) – practical Recommendations

Synchronization of existing Regional Programmes:

The Synchronized Scheme ACIE makes use of already existing regional

programmes which calls are synchronized:

• Thematic scope: Transformative Activities addressing major challenges in

the alpine macro-region and with relevance for several regions.

• Supported activities: Actions of cluster initiatives aiming at the cross-

regional development of the Transformative Activities.

• Funding source: ACIE calls are funded by already existing regional

programmes and no additional funding is needed.

• Application procedure: Each project partner applies at their

regional/national funding organization. Regional funding does not cross

borders and regional application procedures are applied.

• Evaluation of proposals: Proposals are evaluated based on the selection

criteria in the specific ACIE calls along with criteria from

regional/national funding organizations.

Specifications for a Synchronized Call:

• Definition of the thematic scope: Transformative Activities

A Synchronized Scheme aims at supporting the cross-regional development of

Transformative Activities (TA) that are of relevance for several regions

within the Alpine Space.

The S3-Synergy Diamond is a helpful tool to identify similar Transformative

Activities across regions.

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• Specific challenges of the Alpine Space (see EU Strategy for the Alpine

Region -EUSALP) serve as a framework to select relevant priority areas of

different regions that can contribute to tackle the challenge.

• Transformative Activities to be exploited across regions are identified

along the linkages of the priority areas.

• A Synchronized Scheme can then focus on supporting actions that target the

development of these TA on a cross-regional level.

Eligible Projects:

• Funding partners of a Synchronized Scheme have to agree upon specific

innovation activities that are to be supported.

• ACIE builds on the promising role of cluster initiatives in S3-

implementation and the cross-regional development of Transformative

Activities. Proposals can be submitted by a cross-regional partnership of

cluster initiatives in the participating regions.

• Eligible projects address cross-sectoral and cross-regional cooperation

activities in the context of the thematic scope. They are implemented by

cluster initiatives and involve different groups of the regional innovation

system, especially companies.

Potential activities are for example:

- Cross-regional workshop formats

- Networking activities

- Cross-regional analysis / mapping efforts

- Training and educational activities

Further eligible Criteria:

• Further aspects that need to be defined in the Synchronized Scheme include:

• Eligible project duration: duration of ACIE funded projects

• Eligible costs and co-financing rate: maximum eligible costs and funding

amount, co-financing rate of the regional schemes applied

• Selection criteria: criteria that a reused to assess the submitted proposals

• Formal requirements for the proposals: e.g. language, specific application

forms, document stop rove the eligibility of project partners

• Timeframe of the application process: deadlines for submission

• Information regarding the assessment and decision process

• Contact of main coordinating body: for questions regarding the ACIE-Call

• Contact of the specific regional ACIE funding partners: for questions

regarding specific rules of the involved regional schemes

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4. NS4: TACT (TA Cluster Toolbox) – practical Recommendations

Among all the best practices identified and already running in the Cluster

Organizations as well as the new developed cluster services there are some of

them that present more predisposition to support the identification and

development of Transformative Activities. Some of them are very specific but

have methodologies that are transversal and can be easily implemented in

different areas.

Success Factors:

• Choose relevant services according to the regional needs and framework

conditions and with relevance to the targeted Transformative Activity.

• The categorization into service fields can give you orientation to identify

suitable cluster actions.

• The description of the services provides information about the actual

implementation in one particular region/cluster. Therefore, the service

description is only an input and has to be thoroughly reviewed and adapted

according to the new regional/cluster context.

• If cross-regional/sectoral cooperation is sought, engage peers in the

targeted region/sector to adapt services for cross-regional/sectoral

purposes and implement them jointly.

• Each description of the services collected in the TACT gives you a hint

whether this activity was already coordinated with other cluster

initiatives.

• Set up a monitoring system to record the services and activities a cluster

initiative implements to contribute to the development of the TA.

5. NS5: TAET (TA Evaluation Toolbox) – practical Recommendations

Based on the research and expert discussions it is recommended to consider:

Challenges for the Assessment of Outcomes and Impacts:

Evaluation efforts to assess the outcomes and impacts of the S3-Innovation

Model face the following challenges:

• Individual regional scope: The S3-Innovation Model proposes a generic

process and its implementation needs to be adapted according to the regional

circumstances and challenges. Therefore, evaluation efforts to assess the

results of the S3-Innovation Model can only be specified in line with the

individual case.

• Timing Issues: Actual results of an intervention (especially economic

effects) are only observable with considerable time-lags.

• Attribution issues: External factors influence the results on outcome and

impact-level. Measured effects cannot be attributed directly and entirely

to the intervention.

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The whole set of project deliverables, reports and the related

training tools can be downloaded from the project web site, S3-

Alpclusters.

https://www.alpine-space.eu/projects/s3-4alpclusters/en/project-results

https://www.alpine-space.eu/projects/s3-4alpclusters/en/project-results

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Glossary of terms1

Term Definition

Clusters

Clusters are generally described as groups of

companies, mainly SMEs, and other actors

(government, research and academic community,

institutions for collaboration, financial

institutions) co-locating within a geographic

area, cooperating around a specialised niche, and

establishing close linkage and working alliances

to improve their competitiveness.

Cluster initiative

A cluster initiative is an organised effort

aiming at fostering the development of the

cluster either by strengthening the potential of

cluster actors or shaping relationships between

them. They often have a character like a regional

network. Cluster initiatives usually managed by

a cluster organisation.

Cluster

organisations

Cluster organisations are entities that support

the strengthening of collaboration, networking

and learning in innovation clusters and act as

innovation support providers by providing or

channelling specialised and customised business

support services to stimulate innovation

activities, especially in SMEs. They are usually

the actors that facilitate strategic partnering

across clusters. Cluster organisations are also

called cluster managements.

Cluster participants Cluster participants are representative’s

industry, academia or other intermediaries,

which are commonly engaged in a cluster

initiative. Given the case a cluster initiative

has a certain legal form, like associations,

cluster participants are often called cluster

members.

Cluster Policy

Cluster policy is an expression of political

commitment, composed of a set of specific

government policy interventions that aim to

strengthen existing clusters and/or facilitate

the emergence of new ones. Cluster policy is to

be seen as a framework policy that opens the way

for the bottom-up dynamics seen in clusters and

cluster initiatives. This differs from the

approach taken by traditional industrial

policies which try (and most often fail) to

create or back winners.

1 Glossary approved during PSG2 Meeting in Munich on 4.4.17

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Cluster Action Plan

Action Plan

The cluster action plan or action plan describes

the process and tools necessary to put into

practice the Innovation Model.

Innovation Model The innovation model is a systematic process to

identify and develop Transformative Activities

(TA) to serve regional development.

Entrepreneurial

Discovery Workshop

The Entrepreneurial Discovery Workshop works on

reflection about existing capacities of a region

on the one hand and opportunities represented by

new technologies and challenges that can support

and drive the process of structural

transformation on the other.

Cross-regional

Entrepreneurial

Discovery Workshop

The cross-regional Entrepreneurial Discovery

Workshop proposes a methodology allowing to align

identified Transformative Activities cross-

regionally and exploring need-based cooperation

partnerships.

Programme

Programmes are vehicle to implement a policy, e.

g. funding programme for R&D in environmental

technology. In addition to programmes, policies

are also implemented through regulation

(= regulatory framework, e. g. law on consumer

protection).

S3 – Smart

Specialisation

Strategies

Smart Specialisation is a strategic approach to

economic development through targeted support

for research and innovation. It involves a

process of developing a vision, identifying the

place-based areas of greatest strategic

potential, developing multi-stakeholder

governance mechanisms, setting strategic

priorities and using smart policies to maximize

the knowledge-based development potential of a

region, regardless of whether it is strong or

weak, high-tech or low-tech2.

Stress Testing StressTesting regional approaches conducive to

implement S3 through clusters is a transnational

learning approach which determines how and where

clusters can mostly support industrial

transformation and growth while implementing it

in an integrated, coordinated and sustained

manner. The overall aim is to find new or better

2 Foray, D. (2015). Smart Specialisation, Opportunities and Challenges for Regional

Innovation Policy, Routledge.

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ways of designing and implementing modern

cluster-based regional economic development

policies drawing maximum advantage of the

regional cluster portfolio towards shaping new

industrial value chains and sectors.

Synchronized Scheme A synchronized Scheme is a transregional funding

exercise, which is built on existing regional

programmes. By aligning these programmes,

transregional consortia can be supported through

a joint Call for proposals, which is implemented

according regional funding procedures. A

synchronized Scheme neither needs additional

funds nor leads to modifications of regional

funding procedures.

Cluster Best

Practice

A best practice is a practice define by a cluster

as an exemplary activity provided to its members

or stakeholders.

Cluster Service Cluster services are Cluster Activities,

organized and operated by Cluster Organizations,

that are specifically aimed at creating direct

and actionable added value for either single

Cluster Participants (with the extent of boosting

their entrepreneurial and innovation

capabilities) or Cluster Initiatives (e.g.

Cluster-level projects or sub-networks with

specific goals or intentions) with the extent of

boosting the chance of reaching their goals.

Cluster Activity This is a general term to indicate whatever

Cluster-level operation or exercise (not a

project) carried out by a Cluster Organization

or a Cluster Initiative, involving (directly or

indirectly) Cluster Participants/Members or

other stakeholders, which is aimed at designing

and/or implementing Cluster strategy, plans,

actions, or services for Participants. In this

regard, Cluster Activities may have a strategic

relevance (e.g. road-mapping, technology and

market foresight, competitive positioning), a

capacity building relevance (networking and

matchmaking events), or a support relevance

(added value services).

Pilot Cluster A Pilot Cluster conducts testing of one of the

new services of the action plan.

Policy Instruments Policy instruments are the main tools for regions

to implement the Operational Programme. Policy

instruments can cover a broad range of measures

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and can be grouped in different categories

(support of R&D projects, workforce development

or support of networking and clustering).

Priority Area Priority Areas are "the locus for resource

concentration and prioritisation within S3."

They should be defined through an entrepreneurial

discovery process taking into account existing

regional capacities and potentials as well as

new opportunities, in order to develop excellence

and critical mass in the "activities that are

likely to effectively transform the existing

economic structures through R&D and innovation".

Operational

Programme

Operational programmes are detailed plans in

which the Member States set out how money from

the European Structural and Investment Funds

(ESIF) will be spent during the programming

period. They can be drawn up for a specific

region or a country-wide thematic goal (e.g.

Environment). For the European Territorial

Cooperation goal, cross-border or interregional

operational programmes are drawn3.

Transformative

Activity

Transformative Activities are a collection of

innovation capacities and actions of a group of

actors derived from an innovative combination of

existing structures, targeting related areas and

having the potential to significantly transform

existing industries.

3 Definition by the EC; http://ec.europa.eu/regional_policy/en/policy/what/glossary/o/operational-programme

http://ec.europa.eu/regional_policy/en/policy/what/glossary/o/operational-programme

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S3-4AlpClusters in a nutshell

Smart Specialisation with Smart Clusters

Smart Specialisation Strategies (S3) are a

lever of EU Cohesion Policy. One of the

biggest challenges is to make use of the

interplay between S3 and clusters. How can S3

be used to foster innovation processes and

spark entrepreneurship within clusters? How

can S3 be implemented through clusters to gain

sustainable and inclusive growth? There is a lack of experience among regions on

how to use clusters in the implementation of S3 and how to develop implementation

tools to fully benefit SMEs. In addition, alignment between and knowledge about

other regions’ strategies are very limited.

This is exactly the focus of the S3-4AlpClusters project, which believes that the

interplay between S3 and clusters is an innovative approach that could spread

innovation in the whole Alpine Space. S3-4AlpClusters will launch cross-regional

coordinated actions between the different sectors/regions involved and enhance

transnational cluster cooperation. The final aim is to generate critical mass for

SMEs and to improve the framework conditions for innovation in the Alpine Space.

S3-4AlpClusters will develop:

• A joint transnational cluster action plan to improve transnational, cluster-

based cooperation

• An S3-based innovation model for cluster development

• A fully synchronized call scheme

• New services validated by pilot clusters

The S3-4AlpClusters community includes cluster managers, entrepreneurs, academics

and policymakers, and is supported by public authorities and S3 experts.

The NUMBERS of S3-4ALPCLUSTERS

15 Partners 35 decision makers

9 Observers 11 Alpine Regions

830 SME 10 pilot clusters to be involved

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FOLLOW S3-4AlpClusters

www.alpine-space.eu/projects/s3-

4alpclusters/en/home

S3-4ALPCLUSTERS Partners

HES-SO // FR-HEIA-FR INNOSQUARE CLUSTERS

Business Upper Austria - OÖ Wirtschaftsagentur

GmbH

ClusterAgentur Baden-Württemberg

Veneto Region - Research Clusters and Networks

Unit

Poly4EMI hosts by Anteja ECG d.o.o

Innovation and Technology Transfer Salzburg GmbH

University of Franche-Comté - FEMTO-ST

PROPLAST - Consortium for the Plastic Culture

Promotion

Cluster Technologies for Smart Cities &

Communities Lombardy Foundation

Autonomous Province of Trento (PAT)

Trentino Innovation Hub

Lombardy Region Government

Bavarian Research Alliance GmbH Government Office for Development and European

Cohesion Policy



https://www.youtube.com/channel/UCXf4dSJMZiTRCSSmaEGmMNg

https://www.linkedin.com/groups/8584656

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Veneto Innovazione S.p.A.

Documents

WPT3 - Test Model on Pilot Cluster...2. ProgettoManifattura 3. Habitech Poly4EMI Slovenia ITG Salzburg ITG Salzburg ADW ADW on TAs in combination of Construction & Energy 1. Bauen