After the success of the first Practical Community, which highlighted the benefits of participating in collaborative initiatives, last Thursday the Economic Commission for Latin America and the Caribbean (ECLAC) held the second session. This meeting, developed within the framework of the Cluster Platform and other forms of productive articulation, brought together cluster managers, who shared their experiences on the creation and management of these initiatives in various sectors and contexts.
Evolution and success of clusters
Manuel Montoya, general director of the Nuevo León automotive cluster, began the day by highlighting the importance of understanding the factors that motivate the location of industries. Montoya mentioned that, in his case, natural resources, such as steel, were decisive for the establishment of the automotive industry in the region. From this, the creation of an institutional structure through a civil association allowed for the creation of an ecosystem that facilitated the growth of the cluster. Montoya stressed that the initial success was due to the trust of the businessmen, who were committed from the beginning. The first interactions allowed us to identify common challenges and establish joint strategies to improve competitiveness.
Cluster models: international comparison
Montoya also compared different international cluster models. He spoke about the Basque model, which influenced the approach of his own initiative and which is based on the institutionalization of companies before developing strategies, while the Catalan model begins by defining a strategy that then gives way to institutionalization. He also mentioned the hybrid model implemented in Colombia, where cluster initiatives are developed within chambers of commerce.
Long term strategies
Karina Barrera, manager of the Ecuadorian ecological transition cluster, explained that the cluster’s strategies are based on a long-term vision. In this context, he mentioned that in 2021 Ecuador promoted the ecological transition policy with a future-oriented perspective. Barrera pointed out that “there were initiatives from the business sector that needed to be promoted and, in addition, establish synergies. Precisely, the cluster system allows connecting externally and internally: companies connect internally by taking advantage of their capabilities, but at the same time, it is essential to connect globally.” In addition, he emphasized the need to work with an abundance mentality, where companies not only seek immediate benefits, but also focus on long-term mutual strengthening.
Carlos Bertone, founding partner of the Einstein Group for Transformation in Digital Education, shared a similar experience from Córdoba, Argentina. He explained how the provincial government wanted to promote strategic sectors through the cluster initiative. “At first there was a disparity of interests, so we started with a small critical mass, we defined a common reason for associating and then we formed working committees,” he explained.
Governance and collaboration in the cluster
Governance was another key topic discussed by the speakers. From the automotive cluster, Montoya highlighted the importance of establishing an adequate legal structure, such as a civil association, that guarantees effective governance. For his part, Barrera explained that the experience of the ecological transition cluster showed that collaboration between companies, universities and the government is essential, although he warned that the government should not intervene directly in management. From Córdoba, Bertone pointed out that competitiveness is key to the value proposition of any cluster, and added that “many governments are not experts in defining the direction for certain sectors, which is why it is vital that cluster managers assume that role. The union is powerful; Together we can achieve what individually would not be possible.”
Challenges in cluster management
Among the main challenges mentioned by the speakers, the difficulty of involving companies in work committees and the high turnover of participants in meetings stood out. Fabiola Flores, deputy director of Institutional Development of the Nuevo León Automotive Cluster, suggested maintaining continuous monitoring and ensuring that the strategic and operational groups remain focused on the cluster’s objectives.
Another challenge identified was membership management. Flores explained that his cluster offers differentiated options for large, medium and small companies. However, he stressed that collection continues to be a great challenge, especially with SMEs.
Barrera and Bertone agreed that, although clusters must maintain autonomy and avoid political influences, it is essential to actively collaborate with the government to align strategies and strengthen sector competitiveness.
The day concluded with a reflection on the challenges and opportunities faced by clusters. Most panelists agreed on the importance of collaboration, long-term vision and proper management for the success and sustainability of initiatives.
The next meeting of the Community is scheduled for February 5, 2025 and will address the following topic: What methodologies can be used to foster trust and active participation of companies in a Cluster Initiative or other forms of Territorial Productive Articulation?
About the Practical Community
The Community of Practice is a learning space designed for cluster managers, made up of a total of 10 workshops. Its objective is to strengthen the capacities of professionals involved in Territorial Productive Articulation Initiatives (IAPT) through the exchange of experiences and knowledge in the promotion and management of these initiatives.
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