The globalization process has led to the implementation of development strategies through collaboration between companies, groups and organizations to achieve common objectives. In this context, the role of clusters in generating regional competitiveness is fundamental, as they become a tool in which a quadruple helix of interaction between private initiative, government, academia and organized civil society gravitates.
More generally, the formation of a cluster allows for a level of collective efficiency through the formation of Human Capital for Development that would not be achievable in isolation. On the one hand, this Human Capital is made up of a diversity of production and marketing companies, as well as suppliers of inputs and services. On the other hand, we find specialized organizations and institutions such as government, academia, banking, and civil society that provide the capital for regional development.
As a result, A cluster can be defined as a grouping of interconnected companies and associated institutions in a particular field, geographically close to each other and linked through common and complementary elements. Likewise, according to Leonel Guerra, an academic expert in clustering processes, the success of a cluster derives from a Virtuous Circle of Development. Thus, the success of a cluster can be measured in the capacity to generate business, and in turn in the consolidation of a sustainable regional development that generates wealth and regional prosperity.
Considering the above, clusters are an important tool for business organization. In Mexico, we have a great diversity of specialized clusters grouped by strategic sectors, which for more than two decades have been consolidated as an effective strategy to improve efficiency and competitiveness in the most important industrial sectors of the country. However, despite the existence of several success stories, clustering in Mexico faces several challenges.
One of the main challenges concerns the lack of a business culture that fosters collaboration and cooperation between companies. Many Mexican companies tend to operate in isolation, which hinders the creation and operation of clusters. In addition, the lack of adequate infrastructure and a public policy that promotes clustering is also a major obstacle to the realization of a virtuous circle of regional economic development.
Another important challenge is the need for adequate education and training for the companies’ personnel in the methodological and process context for the creation of a cluster. Undertaking a clustering project requires a high degree of collaboration and coordination between companies. The lack of specific skills and knowledge among the companies’ personnel can be a major obstacle to the success of the cluster.
This is when having a team of professionals can make the difference in the effective implementation of a clustering strategy. As mentioned, the application of a successful clustering model requires the active involvement of the leading actors in their field, but it also requires the generation of methodological strategies that favor the operational implementation in a given geographical context, which is conditioned by the creation of processes associated with economic, cultural and socio-political factors that must be considered in a master strategy.
Based on the above arguments, a successful clustering process depends on the ability to synchronize the efforts of all those involved, in addition to establishing rigorous processes and methodologies. However, a fundamental key lies in the strengthening of shared values, mainly through trust.
