How 97 clusters strengthened their capacity: key lessons from the ITBridge Cluster Management Excellence Course

The Cluster Management Excellence course, delivered as part of the ITBridge project, has successfully concluded, bringing together 97 clusters and 189 cluster representatives from Ukraine and across the European Union for four intensive online workshops.

The programme offered a valuable opportunity for Ukrainian cluster managers and teams to learn directly from experienced European practitioners, exchange practical knowledge, and strengthen international collaboration. These elements are essential for improving cluster development in Ukraine and accelerating integration with European innovation ecosystems.

Throughout the course, participants explored topics ranging from strategy and member services to internationalisation and innovation management, gaining practical tools and insights they can apply within their own organisations.

Learning from experienced European cluster leaders

The workshops were delivered by leading experts with extensive experience in cluster development and European innovation ecosystems:

• Bianca Muntean — CEO of Transilvania IT Cluster (ECEI Gold Label), with over 25 years of experience in building innovation ecosystems, founder of Romania’s first Digital Innovation Hub and Honorary Consul of Estonia in Romania.

• Ciprian Morcan — Founder of Hygia, Cluster Manager of Transylvanian Furniture Cluster and Certified Management Consultant (CMC).

• Andreea Toma — Consultant at Hygia and International Projects Team Lead, specialised in EU project development and strategic planning.

• Lucia Seel — International expert in cluster policy and development, former member of the European Cluster Expert Group (DG GROW), ESCA/EUCLES Gold Label assessor, TCI Board Member and international trainer.

• Antonio Novo — President of the European Cluster Alliance and Managing Director of Cluster IDiA, EU cluster policy expert and advisor on Smart Specialisation (S3), Interregional Innovation Investments (I3), Industry 5.0 and European Digital Innovation Hubs.

Key insights from the workshops

Across the four sessions, participants explored how clusters can strengthen their strategic role in supporting businesses, innovation and international collaboration.

Workshop 1 — Strategy & Sustainable Development

The first workshop focused on the foundations of strong cluster management.

Participants explored the idea that a cluster strategy is not a static document but a living process that must evolve alongside the needs of members and the wider ecosystem.

Clusters were presented as market builders rather than simple networks, connecting technology providers, industry, public authorities and research organisations to generate real economic value.

Another key message was that stakeholder engagement is a continuous process based on trust. Public and private stakeholders often have different expectations, and cluster managers must ensure that both groups perceive clear benefits from collaboration.

European partnerships were also discussed as an important strategic tool. Successful collaborations often start with small pilot activities or memoranda of understanding, gradually evolving into larger projects and long-term partnerships.

Ultimately, the success of a cluster should be measured not by the number of activities organised, but by the tangible impact experienced by its members — new business opportunities, improved skills, and access to innovation.

Workshop 2 — High-Impact Member Services

The second workshop addressed how clusters can design services that genuinely support their members.

Participants were encouraged to design services together with members, not for them, using interviews, surveys and workshops to better understand real business needs.

Effective services require structured implementation, including strategy development, market research, partner mapping and long-term planning. Successful cluster services rarely emerge from ad-hoc initiatives.

The session also highlighted the benefits of a “one-stop shop” approach, combining networking, skills development, business support, internationalisation and research and innovation services into an integrated model.

In some cases, clusters may also strengthen their role by investing in strategic infrastructure, such as testing environments, laboratories or excellence centres, which increase both credibility and value for members.

Across all examples, collaboration within the ecosystem emerged as the core operating principle for sustainable cluster services.

Workshop 3 — Business Development, Internationalisation & Communication

The third workshop explored the role of clusters in supporting international growth and communication.

Participants discussed how internationalisation should be seen as a tool rather than a goal. The objective is to generate concrete value for members, such as access to funding, new partnerships, and entry into international markets.

A structured approach to internationalisation begins with assessing cluster readiness, understanding members’ needs, evaluating internal capacities and defining a clear strategy before launching international initiatives.

Networking was highlighted as a strategic function, not a random activity. Platforms such as the European Cluster Collaboration Platform (ECCP), TCI Network, sectoral partnerships and EU projects offer opportunities, but they must align with the cluster’s strategic priorities.

Clusters also play a crucial role as connectors and opportunity scouts, identifying partnerships, organising missions and translating international contacts into concrete business outcomes for members.

Finally, the workshop emphasised that communication is central to cluster management. Transparent, consistent and two-way communication strengthens trust, engagement and collaboration within the cluster community.

Workshop 4 — Innovation & Technology Adoption

The final workshop focused on supporting innovation and digital transformation among cluster members.

Participants were encouraged to start with business challenges rather than technologies, ensuring that innovation initiatives address real needs with measurable impact.

Clusters were also advised to segment their members based on maturity levels, since startups, SMEs and larger companies require different types of innovation support.

Effective technology adoption follows a structured pathway:diagnosis → pilot testing (“test before invest”) → implementation → scaling.

Equally important is the need to measure outcomes rather than activities, focusing on concrete results such as productivity gains, cost reductions or successful technology deployments.

Rather than acting as direct service providers, clusters can often deliver greater impact by serving as orchestrators, connecting SMEs with Digital Innovation Hubs, funding programmes, technology partners and research organisations.

Strengthening clusters and European collaboration

The Cluster Management Excellence course provided practical knowledge and actionable tools for both Ukrainian and EU clusters to strengthen strategy, improve member services, enhance international collaboration and foster innovation.

By applying the insights shared throughout the programme, clusters can:

• increase member engagement and satisfaction

• develop measurable and sustainable strategies

• strengthen connections with European partners

• accelerate innovation adoption and cross-sector collaboration

More than a training programme, the course served as a launchpad for tangible change, helping Ukrainian clusters become more resilient, competitive and better integrated into the European innovation ecosystem.

About the project

The course was organised by Kharkiv IT Cluster, Transilvania IT Cluster, Cluster Digital de Catalunya, Dnipro IT Community and Odesa IT Family as part of the ITBridge project, a strategic initiative aimed at strengthening cooperation between the European Union and Ukraine in the digital sector.

The ITBridge project is funded by the European Union through the Single Market Programme under Grant Agreement No. 101196018.

The views and opinions expressed are those of the authors and do not necessarily reflect the official position of the European Union or the European Innovation Council and SMEs Executive Agency (EISMEA). Neither the European Union nor the granting authority can be held responsible for them.