How can you transform an annual conference from just another networking event into an effective tool for strategic management of an entire region?
Odesa IT Family proves that IT Wave is far more than talks and coffee breaks. It is a unique platform where over 200 key stakeholders — business, education, government, and donors — synchronize their efforts, develop solutions for wartime adaptation, and launch real joint initiatives. It is a story about building horizontal trust and turning an event into a catalyst for the region’s long-term development.
“The most important agreements for regional development are not made in official offices, but in the corridors of IT Wave. It is here, over coffee, that a university rector and the CEO of an international IT company begin to speak the same language — because they see a shared challenge and a shared benefit,” — Kateryna Solovey, CEO of Odesa IT Family
Practice profile
| Practice name | Annual Strategic Conference IT Wave |
| Cluster / originating organisation | Odesa IT Family |
| Region | Odesa and the Odesa Region |
| Implementation period | Active phase from 2024 Ongoing practice (since 2020) |
| Cluster maturity level | Mature cluster with a well-developed project portfolio |
| Thematic areas | Networking, matchmaking (C2G, C2C), communications, innovation, wartime adaptation |
| Who is the practice for | Mature clusters ready to take on a leadership role and act as a unifying platform for the entire region (including universities and government) |
The context and the problem addressed by the case study
For a long time, Odesa’s regional IT ecosystem resembled a set of isolated islands. Businesses operated at their own pace, universities trained talent using outdated programs, and the government viewed IT primarily as a source of tax revenue, without understanding the industry’s specifics. The lack of trust and “horizontal” connections prevented the community from effectively advocating for its interests — especially after the start of the full-scale war, when challenges such as mobilization, energy resilience, and talent retention became critical.
What wasn’t working before implementation?
Most regional events followed a “listen and disperse” сценарій. Nothing remained after conferences except business cards. There was no mechanism to turn discussed ideas into concrete roadmaps. Without a shared strategic vision, the ecosystem remained fragmented, which reduced its resilience to external crises.
Description of the mechanics of the practice (‘what’s under the bonnet’)
IT Wave is not just an event — it is a process of moderating the future. The cluster acts as an “architect,” deliberately designing a space for interaction.
Key elements and logic: The conference is built around a shift from “topics” to “actions.” Instead of abstract presentations, the agenda focuses on the most pressing challenges: adapting to power outages, digital transformation of education, and the safety of professionals. The conference is moderated in such a way that each panel discussion concludes with a call to form a working group or partnership.
Roles and rhythm:
- Odesa IT Family: Acts as an “honest broker.” The cluster doesn’t simply rent a venue — it facilitates dialogue, pushing stakeholders toward concrete agreements right in the corridors.
- Practitioner speakers: Set the tone of discussions through real-life cases rather than theoretical frameworks.
- Participants (business, education, government): Act as active co-creators of solutions.
- Rhythm: The conference is held annually (with plans to scale to twice a year), while post-event communication continues in cycles throughout the year via launched projects.
Resources and prerequisites
The practice is funded through a combination of resources: contributions from IT companies and partner support. However, the main resource is not money, but the reputational capital of the cluster team. To bring together rectors of leading universities and top management of major IT companies in one room, the cluster must have an impeccable reputation as a neutral player whose interests align with those of the entire region. An important prerequisite is also the availability of an analytical foundation — discussions at IT Wave are based on research data (such as IT Research), rather than assumptions.
Results and outcomes
Quantitative indicators (200+ participants, 20+ companies) are just the tip of the iceberg. The true value of IT Wave lies in the realm of structural change.
Short- and mid-term effects: The most notable impact is the synchronization of efforts. The ecosystem has gained a shared agenda. It is in the corridors of the conference that initiatives such as the following were born and propelled forward:
- Education synergy: Signing of memorandums between businesses (e.g., Luxoft) and universities, and the creation of internship programs at Odesa I. I. Mechnikov National University.
- Development projects: Relaunch of the IT career guidance initiative IT Starts and the launch of English-language courses for educators, IT Talks to Teachers.
- Innovation competitions: Joint computer vision competitions with universities, organized in a maze-based format.
Structural changes: The conference has transformed competitors into partners. A high level of “horizontal” trust has enabled the ecosystem to respond rapidly to wartime challenges, coordinating efforts around energy resilience and support for relocated professionals.
Consistency in practice
The sustainability of IT Wave is ensured by the market’s ongoing need to stay aligned. In times of turbulence, both business and government see a clear ROI (return on time invested) from participating in the event. The cluster acts as an operator that prevents agreements from “drying out,” continuously pushing for the fulfillment of commitments after the event concludes. The flexibility of the format allows the cluster to adapt the agenda to any new realities, making the practice viable even in times of crisis.
“A strong ecosystem is when business, education, and government don’t just coexist, but act as one team. IT Wave is the place where this team is formed,” — Kateryna Solovey, CEO of Odesa IT Family
Limitations and risks
The main risk today is security-related. In a frontline city like Odesa, organizing a large-scale event requires strict protocols and access to certified shelters, which significantly increases logistical costs.
Another risk is the threat of the event turning into “just a social gathering.” If the cluster stops taking on the role of an operator of agreements, the conference will quickly lose its strategic weight. This practice is not suitable for early-stage clusters that have not yet established themselves as a trusted “neutral platform” among government and universities.
Lessons learnt and recommendations for Clusters4Regions
IT Wave is a benchmark of how an event can become a governance tool.
Key recommendations:
- Build dialogue on data: Use in-depth market analytics to ensure that conversations with government are evidence-based rather than emotional.
- Turn outcomes into cases: Every memorandum or project initiated at the conference should be publicly documented. This creates a “success story” that attracts new partners.
- Don’t be event managers: Your role is not to seat guests, but to facilitate decisions. The conference is only the tip of the process — the real work of the cluster lies in moderating what happens “after.”
The presentation of the case study is available via the link:
This practice has been included in the Ukraine Best Practice Guide, which we are developing as part of the Clusters4Regions project.
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Clusters4Regions is an initiative aimed at designing and implementing cluster programs in six regions of Ukraine (Vinnytsia, Volyn, Sumy, Odesa, Khmelnytskyi, and Ternopil regions). The initiative is implemented by the Ukrainian Cluster Alliance at the request of the Ministry of Economy, Environment and Agriculture of Ukraine, with the support of the Swiss-Ukrainian project “Ukraine`s Cohesion and Regional Development” UCORD, and is aligned with EU priorities, international donor frameworks, and Ukraine’s recovery agenda.