TCI 2015 A Cluster Management Assessment Tool: A Roadmap for Collaboration & Clusterization
Download as PPTX, PDF3 likes946 views
This document introduces a cluster management assessment tool in the form of a roadmap to evaluate collaboration and clusterization. The roadmap contains three cycles: 1) a strategic cycle to determine priorities and engage leadership, 2) a planning cycle to understand the current state, envision the future state, and create a clusterization plan, and 3) an execution cycle to implement the plan and embed clusterization activities. The tool was developed based on lean transformation practices and aims to provide an easy-to-use guide for cluster managers to identify opportunities and challenges to improve collaboration. The roadmap is intended to be adapted to different cluster contexts as a holistic approach for cluster evaluation and transformation.
![Transformation experience
• This tool was develop for lean processes in order to
achieve enterprise transformation
• It is identified as a self-assessment tool.
• This tool was designed in and for, a different
environment and industries.
• It has proved to be useful during a transformation
experience and it supports as-is analysis and to-be
vision [2].](https://image.slidesharecdn.com/tci20155novparallel35evelynsolisleon-151113120423-lva1-app6892/85/TCI-2015-A-Cluster-Management-Assessment-Tool-A-Roadmap-for-Collaboration-Clusterization-6-320.jpg)
![The roadmap and the mix of
disciplines
• This roadmap (Figure 1) is an adaption of the
original that was created by the MIT Lean team.
• The stages are recommended to be use as a
guideline during the clusterization process.
• Each stage and the simplified version of them
conform the roadmap.
• This tool can be used mainly for any stakeholder.
• Although it´s recommend that at least one cluster
practitioner, a specialist or a researcher will be
part of the team that will conduct the process [2]](https://image.slidesharecdn.com/tci20155novparallel35evelynsolisleon-151113120423-lva1-app6892/85/TCI-2015-A-Cluster-Management-Assessment-Tool-A-Roadmap-for-Collaboration-Clusterization-9-320.jpg)
![Description of cycles
• The levels used to evaluate each cycle go from 1 being, showing some
awareness of clusterization to level 5 indicating an exceptional state and
sometimes recognized as the best practice.
• Seeks to determine strategic imperative for
clusterization and engage leadership in the whole
process.
Strategic
cycle
• Includes four objectives: 1.understand the current
state, 2.envision and design future clusterization,
3.align structure and behavior and to 4.create a
plan to clusterization.
Planning
cycle
• Considers the implementation of a new plan to
improve cluster state and continually nurture the
idea to collaborate within and between clusters
[1].
Execution
cycle](https://image.slidesharecdn.com/tci20155novparallel35evelynsolisleon-151113120423-lva1-app6892/85/TCI-2015-A-Cluster-Management-Assessment-Tool-A-Roadmap-for-Collaboration-Clusterization-11-320.jpg)
![Reference
• [1] (Book) D. Nightingale and J. Srinivasan, Beyond t
he Lean Revolution: Achieving successful and Sustai
nable Enterprise Transformation, 1st ed., AMACON,
2011, pp. 29-46.
• [2] (Seminar) D. Nightingale, Enterprise Transformat
ion Seminar, Puebla, Mexico, October 1-2, pp 1-34,
2014.](https://image.slidesharecdn.com/tci20155novparallel35evelynsolisleon-151113120423-lva1-app6892/85/TCI-2015-A-Cluster-Management-Assessment-Tool-A-Roadmap-for-Collaboration-Clusterization-19-320.jpg)
TCI 2015 A Cluster Management Assessment Tool: A Roadmap for Collaboration & Clusterization
- 1. A Cluster Management Assessment Tool: A Roadmap for Collaboration & Clusterization Evelyn Solis Leon UPAEP University, Mexico Parallel Session 3.5: Tools and Methodologies for Effective Cluster Management and Cluster Performance Improvement
- 2. Content • The process in brief • Evaluation for Cluster Management & Collaboration • Leadership involvement in the Evaluation Process • Transformation experience • Reasons to have this tool • Easy-to-use guide • The roadmap and the mix of disciplines • Cycles and descriptions • Cluster assessment tool: the roadmap • Conclusions and final considerations • References
- 3. The process in brief 2010 Cluster & cluster analysis 2011 Lean Thinking 2012 Practitioner & facilitator 2014 Lean Transformation, AR & TD
- 4. Evaluation for Cluster Management & Collaboration • A cluster evaluation is a challenge. • Enhance collaboration among clusters. • Identification and evaluation of a different instrument for a cluster based approach. • A tool that aim to assess the level of clusterization & collaboration using a roadmap through specific cycles. • Foster a holistic approach for cluster management and collaboration.
- 5. Leadership involvement in the Evaluation Process • Leadership commitment is necessary during the process as well as internal participation of all cluster members to improve the quality of thinking and awareness of clusterization. • This tool will provide managers an opportunity to easily: Identify barriers and Opportunities Determine challenges among current and future states of cluster development Prioritize actions to improve cluster´s environment, productivity and collaboration.
- 6. Transformation experience • This tool was develop for lean processes in order to achieve enterprise transformation • It is identified as a self-assessment tool. • This tool was designed in and for, a different environment and industries. • It has proved to be useful during a transformation experience and it supports as-is analysis and to-be vision [2].
- 7. Reasons to have this tool • Link the current state with strategy and put into action a real improvement for clusters and collaboration. • It is multi-sectorial, can be applied at a local, national, regional and cross-border level regardless of the clusters length of their creation and operations. • It has a visual tool in order to assess each cycle with a general guideline to evaluate the current state of the cluster in a specific topic taking into consideration the maturity level.
- 8. Easy-to-use guide • One of the reason to implement this tool in a cluster based approach is to provide an efficient easy-to-use guide to assess clusterization and collaboration • Increase communication at all organizational levels mainly, to the staff and share the culture of collaboration understanding what it means to work with a cluster philosophy. • The tool helps to create a common vocabulary and to identify opportunities to foster new ways of work and collaborate among cluster participants.
- 9. The roadmap and the mix of disciplines • This roadmap (Figure 1) is an adaption of the original that was created by the MIT Lean team. • The stages are recommended to be use as a guideline during the clusterization process. • Each stage and the simplified version of them conform the roadmap. • This tool can be used mainly for any stakeholder. • Although it´s recommend that at least one cluster practitioner, a specialist or a researcher will be part of the team that will conduct the process [2]
- 10. A Roadmap for Collaboration & Clusterization I. Strategic II. Planning III. Execution • 3 cycles for the roadmap
- 11. Description of cycles • The levels used to evaluate each cycle go from 1 being, showing some awareness of clusterization to level 5 indicating an exceptional state and sometimes recognized as the best practice. • Seeks to determine strategic imperative for clusterization and engage leadership in the whole process. Strategic cycle • Includes four objectives: 1.understand the current state, 2.envision and design future clusterization, 3.align structure and behavior and to 4.create a plan to clusterization. Planning cycle • Considers the implementation of a new plan to improve cluster state and continually nurture the idea to collaborate within and between clusters [1]. Execution cycle
- 12. A Cluster Management Assessment Tool Figure 1
- 13. 1. Determine Strategic Imperative 1.1 Articulate the case for clusterization & convey urgency 1.2 Focus on Stakeholder Value 1.3 Leverage transformation gains I. STRATEGIC CYCLE 2. Engage Leadership in Clusterization 2.1 Cultivate clusterization thinking 2.2 Obtain Executive Buy-In 2.3 Establish Executive Clusterization Council A Committed Leadership Team II. PLANNING CYCLE 3. Understand Current State 3.1 Perform Stakeholder Analysis 3.2 Analyze Processes & Interactions 3.3 Perform Clusterization Maturity Assessment 3.4 Assess Current Performance Measurement System Capabilities & Deficiencies Identified 4. Envision & Design Future Clusterization of Activities 4.1 Create Vision of Future State 4.2 Perform Gap Analysis between Current and Future States 4.3 Architect "To-Be" Clusterization of Activities Cluster Vision Aligment Requirements Identified Clusterization Plan III. EXECUTION CYCLE 7. Implement & Coordinate Clusterization Plan 7.1 Communicate Clusterization Plan 7.2 Commit resources 7.3 Provide Education & Training 7.4 Implement Projects & Track Process Clusterization Results 8. Nurture Clusters & Embed Clusterization of Activities 8.1 Monitor & Measure the Outcomes 8.2 Nurture Clusterization 8.3 Embed Clusterization of Activities 8.4 Captura & Diffuse Leasons Learned 8.5 Synchronize Strategic Planning & Execution Cycles Strategic Implications of Clusterization Short-term Corrective Action Long-term Corrective Action 5. Align Cluster Structure and Behaviors 5.1 Reconcile Systems, Policies & Vision 5.2 Align Performance Measurement System 5.3 Align incentives 5.4 Empower Change Agents 6. Create Clusterization Plan 6.1 Identify Improvement Focus Areas 6.2 Determine Impact on Clusterization Performance 6.3 Prioritize, Select and Sequence Project Areas 6.4 Develop and Synchronize Detailed Clusterization Plans Pursue & Sustain Clusterization & Collaboration
- 14. Cycles in detail •Determine Strategic Imperative •Engage Leadership in Transformation I. STRATEGIC CYCLE •Understand Current State •Envision & Design Future Clusterization of Activities •Align Cluster Structure & Behaviors •Create Clusterization Plan II. PLANNING CYCLE •Implement & Coordinate Clusterization Plan •Nurture Clusters & Embed Clusterization of Activities III. EXECUTION CYCLE
- 15. Conclusions • Creating and working on a holistic approach to evaluate the performance of the clusters, as-is, will provide a guideline identify and improve the areas tha t need more attention. • It will allow stakeholder to motivate and sustain the clusterization of economic activities. • The transformation requires the collaboration of all members of each cluster, to assess the progress they are making, internally and externally, to design and work for a better future.
- 16. The roadmap can be used • As a tool to identify factors that are problematic or outstanding to ensure success. • To facilitate preventive and corrective actions for cluster´s managers, • To provide a sequence (optional) to guide the transformation in each cluster • To understand what works and what needs an extra effort through an organizing framework.
- 17. Final considerations • This research sought an innovative way to understand the current situation and the real problems facing cluster representatives. • Analyzed an existing tool and applied it to a different scenario, conditions and areas to contribute in development projects, based on the cluster approach. • It is a fundamental part of this tool, to recognize that, in order to transform, it is necessary to know and understand where you are and where you want to be.
- 18. Thank you for your time Evelyn Solis Leon PhD in Economic Development & Strategic Sectors Specialized area: Clusterization and Collaboration [email protected]
- 19. Reference • [1] (Book) D. Nightingale and J. Srinivasan, Beyond t he Lean Revolution: Achieving successful and Sustai nable Enterprise Transformation, 1st ed., AMACON, 2011, pp. 29-46. • [2] (Seminar) D. Nightingale, Enterprise Transformat ion Seminar, Puebla, Mexico, October 1-2, pp 1-34, 2014.