tci2012 new approaches in cluster evaluation
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Madeline Smith and Joe Lockwood on new approaches in cluster evaluation, presented at the 15th TCI Global Conference, Basque Country 2012.TRANSCRIPT
New Approaches in Cluster Evaluation
TCI Bilbao 2012Madeline Smith, Joe Lockwood
New approaches (and some old)
Scope and context of evaluation Mixture of measures and methods Focus on qualitative Framework for evaluation/strategy
Evaluation is…. Reviewing progress
o Against original intent and ambition NOT audit
o Not an end in itself but should be part of the processo Not just about numbers involved – difference cluster is making
All about learningo What worked /what didn’to What more to doo Informing changes and next steps
Flip side of strategy developmento Good baseline = gaps/weaknesses/opportunitieso Helps set priorities for action
Evaluation challenges
Different audiences want different things Different levels
o Projecto Programmeo Regional impact
Complex and causality challenges All about showing change
o Hard economic datao Softer measures of improvemento Stories of the process – building collaboration etc.o How and why it works
Regional Benefit/Impact
Why?
What?
How?
Indicators and Themes
•Jobs•GVA•Industrial Structure•Distribution of opportunity
Cluster Projects
•Who involved•Type of partnership•Depth of partnership•Behavioural changes
•Growth in sector
Business Environment, i.e.•Innovation performance•Physical assets•Finance and Funding•Skills•Talent attraction/retention•Internationalisation
•World Class
Partnership – Connectedness and Social Capital
Strategic Operational
Partnership and Collaboration
Capturing change from collection to cluster
Growing levels of trust Deeper collaboration Opportunity to build
impact that is greater than the sum of its parts
Changes in behaviour reflect embedding
• Group with common agenda but little formal or informal interactionCollection
• Giving and exchanging of information. Individual Programmes still totally separateCommunication
• Joint activities and communications, giving general support and endorsement of each other’s Programmes, services or objectives
Co-operation
• Joint activities and communications, joint planning and synchronisation of schedules, activities, events and objectives.
Co-ordination
• Individuals, groups , organisation relinquish some autonomy and share risk, for mutual gains. True collaboration results in changes to behaviour to support collective goals.
Collaboration
Capturing change Change at different levels
o Clustero Companyo Individual o (people collaborate
not companies)
“When you deal with collaborations you are working with a complex web of people, egos, relationships, loves, hates, friendships and a big nest of politics”
Individual/company
Awareness
Understanding
Action
Convincing Others
Telling the story of changeo Innovation journeys for individual, company and cluster
Cluster
Awareness
Understanding
Action
Convincing Others
Awareness
Understanding
Action
Convincing Others
Capturing change
Telling the story of change Key points explored:
o Evidence of behaviour change (embedding/long term)o Triggers and critical momentso Catalystso Culture shiftso Barriers and challengeso Ripple effect
Evaluation and strategy
Should run hand in hand Baseline = Gap/opportunity analysis Baseline against where cluster hopes to be Set framework at start to show progress
o Overallo Sub-themes
Need to have common language and perspectiveo Challenge in diverse groups
Developing framework in Scotland (acts as both strategy development and evaluation tool)
ways of being
ways of seeing
ways of thinking
ways of doing
©Prof Irene McAraMcWilliams, GSA
insight identity
implementationideas
ways of being
ways of seeing
ways of thinking
ways of doing
Prof Irene McAraMcWilliams, GSA
insight identity
implementationideas
co-ordinatecultivatesustainability, repeatability Organisationcontinuous reflectiondynamic ‘balance’triple bottom line
Diversitycoping with
variety
meeting customer expectations
on time, on spec, on cost Delivery
desire, delightQualitypeople want morerepeat customersno returns
Operationsmaking it happenprocessing, transformation allocating resources- people, kit, skills, financedeveloping and building
Innovationmaking change happensupport for forward development
Ways of Doing
Creating Cultures of Innovation
Active lookingappetiterestless with the status quovision
eyes up, heads up! Opportunities‘catching the wave’‘zeitgeist’
imagination-richalternative futures Speculationscenarios
looking for unknown wantsUsersneeds, wantsopinions
Focuspersistenceright-down-to-the detail problem-seeking and problem-solvingseeing the opportunity space
Breadth of VisionFresh perspectivesoptimistic/ pessimistic (Yellow and Black thinking)
Ways of Seeing
Creating Cultures of Innovation
Progress
Testing as strategy/evaluation framework Helps set ambition and develop common perspective Self assessment in group Need hard ROI measure and evidence of deeper trust
etc. as well (external view)o Also measuring econ indicators, stories of change etc.
Summary
Evaluation of clusters complex – especially causalityo What difference is the cluster making
Need basket of measureso Hard economic datao Quantitative indicators (especially company improvement)o Qualitative – stories of change and process
Build framework o Help define strategyo Show difference making across range of indicatorso Tells story of change (how as well as what)
Madeline SmithHead of Innovation EKOS Ltd
Email: [email protected]: +44 141 353 1994
www.ekos-consultants.co.uk
Joe LockwoodProject DirectorCentre for Design InnovationGlasgow School of Art
Email:[email protected]: +44 1309 678137gsacdi.com