All began in 2010 with the question of Lower Austrian Mechatronic Cluster:
„How can we systematically generate „innovation through collaboration“ projects in co-operation-averse industries like metal processing, mechanical engineering industry, automation ?
Together with the consulting company IMG and the Lower Austrian Cluster we had developed the competence mapping tool which is based on the know-how of Harvard Business Review/ The core competence of corporation from CK Prahalad and Gary Hamel.
During the competence mapping:
- We systematically analyse the problem-solving skills of an organisation
- We describe them in a understandable way
- And we illustrate them with applications within the current market.
Since 2011 over 90 organisations have went through the competence mapping process resulting in over 850 business- and competence development ideas. Based on this impulses participating cluster- and network managers were able to initiate numerous cooperative projects.
Mr. Bernhard Klausgraber gave us a short report about the results of Competence mapping at IMC University of Applied Sciences, which was a perfect tool to classify the research activities and competences of the research department of the University of Applied Sciences.
The Cluster and Networks perspective of competence mapping is:
- Make competencies visible
- Find growth opportunities for value generating networks
- Getting deep insights in business models and underlying competencies of cluster members
- Being involved in finding growth opportunity and needs for com-elementary competencies for high level matchmaking
- Creating new strategic initiatives, tailor-made support services and new cooperation projects based on competence mapping results
At our Afternoon-Workshop and Discussion we find following answers:
- Which stakeholders may be needed in our regional life science ecosystem to get started?
Stakeholder form companies as well as from the regional government, because companies need to get quick solutions and results/products. The start of research activities always needs the support and founds of an official financing system.
- Which drivers and barriers have to be addressed?
Competence mapping offers a clear structure of know-how and activities of research at life sciences – so new partner easily can recognise if a cooperation will be successful.
- How can we convince stakeholders to participate?
if we could show them the results of competence mapping as a best practise form other companies and research institutions.
- How can we raise financial and human resources for a life science competence mapping initiative?
It would be necessary to convince the regional government to take this tool as an policy instrument. Money for man-power will be necessary.
- How can we derive the most value out of a competence mapping initiative?
We could measure the number of cooperation project and developed products or processes.
- Which support do we need from ecoplus competence mapping stakeholders?
Stakeholder should report the advantage of the tool and make some kind of regional and international marketing
- What can be next steps in starting an international life science competence mapping initiative?
Portably we will find an international life science partner who is interested in cooperation at this industry sector – by trying an experimental project with the competence mapping tool we will have the possibility to compare topics of partners form Lower Austria for example.
