Policy Guidance Tool


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Nantes’ Cross Innovation Working Group

1. Introduction

Goals, results, timeframe, context and relevant actors.

The CCIs cluster has launched in 2012 a working group composed of thirty different structures: Chambers of commerce, Pôle de compétitivité, Universities, and firms in both traditional and creative sectors. Two main objectives have been pointed out:

  • To make traditional sectors aware of CCIs’ inputs and possibility of growth the sector offer;
  • To make CCIs aware of the potentialities offered by traditional sectors in terms of collaboration, supply diversification, growth, etc.

This working group has defined operational tools which have been recently launched:

Matchmaking matrix:

  • An interactive and online matrix to present CCIs competences matched with traditional firms’ needs.

Experiences and events:

  • Make an inventory of cross innovation experiences and present them during events and on different supports (itinerant exhibition, articles in a dedicated web platform)
  • Apéripitch evenings: The Apéripitch is an event which aims at gathering CCIs and traditional sectors. A selection of firms present its project or /specific needs during 7 minutes. This “cross innovation event” has already generated new projects, new collaborations and unusual meetings.
  • Speed-dating: this event proposes to participants a short meeting to meet CCIs and/or traditional firms in order to develop cooperation and projects.

2. Cluster connection

This paragraph is to determine whether the project is linked to a creative cluster in this region and whether there is a link with other clusters.

Is this case part of a cluster?

Yes, this transdisciplinary working group is initiated by the cluster.

What type of cluster (digital, fashion, creative general etc), does the cluster consist of one type of (sub)sectors or is it heterogeneous?

Nantes and the regional area is a heterogeneous cluster when it comes to CCI’s.

What actors does the cluster consist of?

Mainly SME’s, associations, governmental parties, knowledge institutes, chamber of commerce, other cluster organisations.

Who is responsible for this cluster? Is there a cluster organization?

A cluster organisation is responible to deliver services, support, networking events tailored to answer CCI’s needs. It is mainly financed by public subsidies.

Are there other strong clusters in the area/region, and if so: are there exchanges between the creative clusters and the others?

Yes, we are working in a close collaboration with Atlanpole (ICT cluster).

3. Role of government

This paragraph is to determine the role of (local/regional/national) government and policy in this case.

How important is the role of the government in this case?

It is important at local and regional levels.

What are the relevant policies that contribute to this case?

Unknown

What are the policy instruments used?

Unknown

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

4. Role of private sector

This paragraph is to determine the role of private actors in this case.

In your case, what role(s) do private actors play and how important are they?

Unknown

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

5. Role of knowledge institutions

This paragraph is to determine the role of Knowledge Institutes (aka Schools, Universities etc) in this case.

Are knowledge institutions involved?

Unknown

If knowledge institutions are involved, please describe their contribution (including financial).

Unknown

6. Successes and failures of the case

This paragraph is to determine what the success and fail factors are in your case. Please keep in mind that it is important for ECIA to find out whether it is context, financing, the various actors, change of policy etc.

Please describe the main success and fail factors, provide a clear description, limit the use of bullet points.

At local scale, the cluster is now an identified reference on cross innovation. It is the legitimate and only body able to coordinate initiatives on cross-innovation.

Success factors:

This work has been possible thanks to a full-time job. To convince traditional sectors about the potential of creative sectors and better understand their needs, the cluster should first inform and meet traditional firms and associate them to the process. To do so, the cluster should work in a close collaboration with the representative structures of traditional sectors (Chambers of commerce, trade agencies, business networks).

7. Replication potential

This paragraph is to determine if this case could be copied by another region, country or even Europe.

Would it be possible to replicate this case in another region? If so, in which region?

The trans-disciplinary working group is an interesting bottom up methodology which could be replicable elsewhere but human resources are required. Actions and tools are replicable too.

What would be the conditions to do this?

Unknown

8. Finance model

Please pay attention to financing (total budget relevant to the cluster), percentage of government funding in the total budget available for this case and any other resources made available.

Unknown

If knowledge institutions are involved, please describe their contribution (including financial)

Unknown

9. Contact

For more information, please contact Pauline Metton via pauline.metton(at)samoa-nantes.fr



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