Implementing a cluster-based innovation policy in Russia : a model to invent Jean-Louis Truel Associate professor Université Paris-Est Créteil; Vice-President.

Разные Кластеры
Современная концепция “кластеров” былa популяризована в 80-е.
В течение последних 10 лет эта концепция возродилась в качестве инструмента индустриальной политики во многих европейских и азиатских странах.
В Европе существует около 2000 различно организованных кластеров

Кластеры «ориентированные на бизнес»
В Северной Европе, в Италии, в некоторых регионах Германии, кластеры, в основном, «ориентированы на бизнес», т.е. ориентированы на межфирменную кооперацию.
Они обычно существуют в форме организаций, зарабатывающих прибыль.

Про-активный подход
Во Франции, как и в некоторых других странах (Южной Корее, Южно-Африканской Рсеспублике), применяют более «про-активный» подход.
. Стратегия определяется на государственном уровне.
. Государственное финансирование.
. Внутренняя организация: кластером совместно управляют предприятия, региональные и государственные власти.
. Начилие постоянных структур поддержки предприятиям.

Сочетание двух подходов
Регионы все больше принимают участие в организации кластеров и в определении их общих направлений.
. в Германии.
. в Испании.
. в Южной Америке: Аргентине, Чили, Бразилии.
. в Индии: политика развития кластеров определяется на государственном уровне и осуществляется на региональном уровне. Более 6500 кластеров.
В управлении кластерами плодотворно сотрудничают предприятия и государство.

Justification for cluster-based innovation policies in Russia
An economy still in transition
. The 2008 crisis highlighted the weaknesses of the Russian economy
. Absolute need for “modernisation”.
. Issue at a national level – technological capability - as well as at a regional level – diversification.
. Lack of entrepreneurial culture.
. Strong state influence.
? Need to invent new tools for development

Justification for cluster-based innovation policies in Russia
Russia at crossroads : how to to it
. New concept = mix between clusters, technoparks, special economic zones, Skolkovo…
. Contradictory influences
. Strong focus on fiscal policies
. No clear-cut central policy
. Many initiatives in the regions
. Problem of financing

Justification for cluster-based innovation policies in Russia
The current status : many initiatives
. SEZ
. Clusters
. Technoparks
. Skolkovo

A practical approach for Russian clusters
Some clusters have a bottom-up approach (on the model of Northern Europe)
. Limited State involvement
. Focused on intercompany-cooperation
. Run as profit-making organisations.
Example : Saint-Petersburg

A practical approach for Russian clusters
Strong interest in the French experience
. Top down impulse with significant State or regional government involvement
. Technology focus. Major R and D projects at the initial stage
. Public and private participants
. Strong organisational support. Permanent support staff

A practical approach for Russia : case study
Context
. Industrial region
. Good educational system
. Several successful companies
. Need to develop the regional environment
. Common will of regional government and of some companies to develop clusters

A practical approach for Russia : case study
Determination of the objectives of a cluster
Why a cluster?
. Providing a framework for public policy in terms of economic development, but also of education and research policy.
. Giving a favourable environment for developing technological capabilities: organising cooperation between public research centres, local authorities, larges corporations and SMEs
. Providing services to participating companies, especially start-ups and SMEs.
. Strengthening existing companies.
. Giving national and international visibility.

A practical approach for Russia : case study
Determination of the priorities in the course of implementation
. Creation of a complete ecosystem, integrating the whole value chain from education and research to market access.
. Choice of a top down approach (limited number of existing companies).
. Special attention paid to organisational support and development of market opportunities. Already existing programme for SMEs.

A practical approach for Russia : case study
Involvement of all stakeholders Key factors: involve all types of organisations and strongly push synergies between them.
R and D synergies. Not obvious in this specific case. Worked with other Russian clusters.
Market synergies.
. intra cluster synergies. May work if large companies push them.
. inter-cluster synergies. The overall dynamics is not strong enough.
. public purchasing policies. Ex : geographical information.
Training/ relations with universities
Cluster can be a strong incentive for the best students to go to these Universities. This implies more resources for the universities. Possibility : cluster sponsored programmes (already exists at the level of individual firms)

A practical approach for Russia : case study
Specific actions towards SMEs
. Support for business creation. Entrepreneurs must have support in developing their innovation into a business. Already started.
. Support for search of financing: training on “how to present an attractive business plan”, meetings with investors... Since participation in clusters is linked to a committee approval, this gives a first level of legitimacy.
. Dissemination of information. Having a well-documented website which provides information on IT industry, technology, business regulations....
. Networking.
. Support in the development of relations with larger cluster members.

A practical approach for Russia : case study
Financing
. Clearly a weak point.
. Small participation from the region.
. Not much money from private investors.

A practical approach of clusters : a few guidelines
. Clusters are definitely relevant for regional policies.
. Knowledge of cluster policy tools is not widespread in Russia.
. Need for strong political commitment from regional authorities.
. Companies have to be motivated ? need for success stories
. The importance of immaterial factors should be put forward.
. Financing solutions must be worked out.