innovation, university & engineering · 2.0.-triple helix + demand university government...
TRANSCRIPT
INNOVATION,UNIVERSITY &ENGINEERING
Josep M. [email protected]
AGENDA
1. THE HIGH GROWTH INDUSTRY2. ECOSYSTEMS OF INNOVATION3. THE ROADMAP FOR DEVELOPING AREAS OF
INNOVATION4. CASES5. LA SALLE TECHNOVA TOOLKIT6. CONCLUSIONS
1.- THE HIGH GROWTH INDUSTRY
Creation and Management of an Innovation Park
1.1.- Bridging de Gap
EcologyInnovation
People
MoneyTech
Bridging ValueOpportunity
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.2.- Adding Technology Value
Value
Time
Concept
Feasibility or Prototype
Patent Application
Working Prototype
Manufacturing Prototype
Regulatory Approvals
Market Introduction
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.3.- Adding Market Value
Value
Time
Market Analysis - Published Data
Qualitative Research (Focus Groups)
Surveys/Concept Testing
Technical Reports Published
Market Launch
Satisfied Customers
Backlog
Beta Test
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.4.- Adding Management Value
Value
Time
Chief Technologist
President
Marketing Vice President
Controller
Manufacturing Vice President
Chief Financial Officer
Human Resources Mgr
Sales Manager
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.5.- Valuation in Steps
II III IVI
Time
ConceptDefined
EarlyValidation
MarketTraction
ScaleValidated
PredictableScale
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.6.- High Growth Industry
Time
CashFlow
II III IVI
P
MT
P
MT
Visioning the Future into the Present
P
MT
P
MT
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.7.- The Path to Grow
ConceptDefined
EarlyValidation
MarketTraction
ScaleValidated
PredictableScale
II III IVI
Time
Seed
Series A
Series B
Series “n”
IPOM&A
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
1.8.- High Growth Industry
Source: Jerry Engel – Steve Blank 2015
2.- ECOSYSTEMS OF INNOVATION
Creation and Management of an Innovation Park
2.0.- Triple Helix + Demand
University
Government
Industry
Tax & LawOrganization
Public Procurement
EducationResearchTransfer
CorporationSMENew
ChallengesNeeds
Ecology of Innovation
Quadruple Helix
Source: Josep Pique, Montse Pareja & Luis Sanz, 2014.
2.0.- Triple Helix + Demand
University
Industry
Government Source: Henry Etzkowitz, Francesc Solé Parellada & Josep Piqué. 2007.
2.1.- Open Innovation & Corporate Entrepreneurship
2.1.- Open Innovation Tool Kit
Location
Internal External
Fit
Aligns with Core Internal Development Acquisition
Non-core New Business Investment
Source: Jerry Engel, 2011
2.2.- Clusters of Innovation
Venture Capital Investors
EntrepreneursMajor Corporations/Strategic Investors/
R&D Centers/Potential AcquirersLarge Pools of
Private CapitalPublic Stock
Markets
Universities
Management
Professions
Government
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.2.- Clusters of Innovation
1. MOBILITY
2. ENTREPRENEURIAL PROCESS
3. BORN GLOBAL COMPANIES
4. ALIGNMENT OF INCENTIVES
(Rules of the game)
KEY MECHANISM
People
MoneyTech
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.2.- Clusters of Innovation
1. MOBILITY
2. ENTREPRENEURIAL PROCESS
3. BORN GLOBAL COMPANIES
4. ALIGNMENT OF INCENTIVES
- not exclusively within the firms
- move continuously - one resource can be part of diverse firms- crossing the boundaries of the firms- crossing geographic boundaries
FIRM
FIRMFIRM
FIRM
R
R
R
R
R
RESOURCES-technology, capital, people-
BORN GLOBAL COMPANIES
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.2.- Clusters of Innovation
1. MOBILITY
2. ENTREPRENEURIAL PROCESS
3. BORN GLOBAL COMPANIES
4. ALIGNMENT OF INCENTIVES
(Rules of the game)
Specialize in NEW FIRM CREATION
• identifying OPPORTUNITIES• raising CAPITAL• making EARLY STAGE INVESTMENTS- VCs• managing IP– Lawyers• teaching ENTREPRENEURSHIP- universities
SHORT EMPLOYMENT CYCLES- people are ROLE PLAYERS… and understand the WHOLE PROCESS
from the RESEARCH to the EXIT
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.2.- Clusters of Innovation
1. MOBILITY
2. ENTREPRENEURIAL PROCESS
3. BORN GLOBAL COMPANIES
4. ALIGNMENT OF INCENTIVES
(Rules of the game)
“companies that give consideration tointernational resources and markets
from the beginning” (Knight, Oviatt, McDougall)
GLOBAL PERSPECTIVE FROM THE START
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.2.- Clusters of Innovation
1. MOBILITY
2. ENTREPRENEURIAL PROCESS
3. BORN GLOBAL COMPANIES
4. ALIGNMENT OF INCENTIVES
ALIGNED INCENTIVES:- Shared ownership- Win & Win mechanisms
RISK and FAILURE acceptance- Failure can add VALUE to
pursuit the SUCCESS
All players understand and ACCEPT theRULES OF THE GAME
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.3.- Super Clusters of Innovation
Clusters of Innovation
MOBILE…-Born Global Startups-Mature Corporations-Entrepreneurs-Professional and Angel Investors
-Universities-Governments-….
Mobility leads toCOLLABORATION
Networks of COI
COIwith mobile resources - Financial Centers- Internet Hubs- Transportation Hubs
DURABLE BONDS+ Weak Ties
-Global collaboration-Web of interrelations.-Shared values-Aligned Incentives
Super-COI
Remote COIwith mobile resources
COVALENT BONDS
+ Durable bonds+ Weak Ties
- Tight Interrelations- Mutual Dependency-Business Integration-Unified values-Aligned Incentives
CO
MP
ON
ENTS
LIN
KS
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
2.3.- Super Clusters of Innovation
MOBILITY OF RESOURCESCapitalPeopleTechnology
Source: Jerry Engel, Josep Pique & Itxaso del Palacio, 2010.
3.- ROADMAP
Creation and Management of an Innovation Park
3.1.- METAMODEL
Talent
Companies
Soft Factors
Hard Factors
Attraction
Promotion
Science
Planning
Retention
Landing
Technology
Management
Development
Coaching
Industry
Infrastructures
Creation
Growth
Market
Buildings
Governance
Source: Josep Pique & Montserrat Pareja, 2013.
3.2.- Process
Present
Strategy
Goal
VISION
CHALLENGESACTIONS
ASSETSACTIVITIES
GOVERNANCE
3.3.- Definition
Definition Launching Growth Maturity
Key Role:
Government and Universities
Key Role:
Adding tractor companies
Key Role:
Assignment of leadership in
business associations and clusters
Key Role:
Explicit leadership from
Companies, talent and related
networks
Management of
the Talent
Promoters Managers of the AI’s Communities and Networks International Networks
Local Social Networks
Management of
Businesses
Involvement of Business
Entities
Tractor Companies Attraction of Companies
and
Creation of Companies
Growth Models
Decentralization and
internationalization
Ecology of Innovation Involvement of Key
Institutions:
Universities, Government and
Associations of Companies
Location of Research and
Technology Centers
Incubation and landing
services
Clusterization
Certification
Open Innovation Management
Super Clusters
Megaregions
Network of Networks of Research
and Innovation
Urbanism,
Infrastruct. and
Construction
Planning Utilities
Consulting
Real Estate Developers
Investors
Real Estate Developers
Territorial Growth
Exporting the Model
Source: Josep Pique, Montse Pareja & Luis Sanz, 2014.
3.4.- Launching
Definition Launching Growth Maturity
Key Role:
Government and Universities
Key Role:
Adding tractor companies
Key Role:
Assignment of leadership in
business associations and clusters
Key Role:
Explicit leadership from
Companies, talent and related
networks
Management of
the Talent
Promoters Managers of the AI’s Communities and Networks International Networks
Local Social Networks
Management of
Businesses
Involvement of Business
Entities
Tractor Companies Attraction of Companies
and
Creation of Companies
Growth Models
Decentralization and
internationalization
Ecology of Innovation Involvement of Key
Institutions:
Universities, Government and
Associations of Companies
Location of Research and
Technology Centers
Incubation and landing
services
Clusterization
Certification
Open Innovation Management
Super Clusters
Megaregions
Network of Networks of Research
and Innovation
Urbanism,
Infrastruct. and
Construction
Planning Utilities
Consulting
Real Estate Developers
Investors
Real Estate Developers
Territorial Growth
Exporting the Model
Source: Josep Pique, Montse Pareja & Luis Sanz, 2014.
3.5.- Growth
Definition Launching Growth Maturity
Key Role:
Government and Universities
Key Role:
Adding tractor companies
Key Role:
Assignment of leadership in
business associations and clusters
Key Role:
Explicit leadership from
Companies, talent and related
networks
Management of
the Talent
Promoters Managers of the AI’s Communities and Networks International Networks
Local Social Networks
Management of
Businesses
Involvement of Business
Entities
Tractor Companies Attraction of Companies
and
Creation of Companies
Growth Models
Decentralization and
internationalization
Ecology of Innovation Involvement of Key
Institutions:
Universities, Government and
Associations of Companies
Location of Research and
Technology Centers
Incubation and landing
services
Clusterization
Certification
Open Innovation Management
Super Clusters
Megaregions
Network of Networks of Research
and Innovation
Urbanism,
Infrastruct. and
Construction
Planning Utilities
Consulting
Real Estate Developers
Investors
Real Estate Developers
Territorial Growth
Exporting the Model
Source: Josep Pique, Montse Pareja & Luis Sanz, 2014.
3.6.- Maturity
Definition Launching Growth Maturity
Key Role:
Government and Universities
Key Role:
Adding tractor companies
Key Role:
Assignment of leadership in
business associations and clusters
Key Role:
Explicit leadership from
Companies, talent and related
networks
Management of
the Talent
Promoters Managers of the AI’s Communities and Networks International Networks
Local Social Networks
Management of
Businesses
Involvement of Business
Entities
Tractor Companies Attraction of Companies
and
Creation of Companies
Growth Models
Decentralization and
internationalization
Ecology of Innovation Involvement of Key
Institutions:
Universities, Government and
Associations of Companies
Location of Research and
Technology Centers
Incubation and landing
services
Clusterization
Certification
Open Innovation Management
Super Clusters
Megaregions
Network of Networks of Research
and Innovation
Urbanism,
Infrastruct. and
Construction
Planning Utilities
Consulting
Real Estate Developers
Investors
Real Estate Developers
Territorial Growth
Exporting the Model
Source: Josep Pique, Montse Pareja & Luis Sanz, 2014.
4.- CASES
Creation and Management of an Innovation Park
4.1.- Stanford Research Park (1951)
4.2.- Cambridge Science Park (1971)
4.3.- Tuspark (1994)
4.4.- 22@Barcelona (2000)
INCLUSIVE GROWTHGREEN GROWTHSMART GROWTH
@ ECONOMICS
SCIENCE AND TECH
GREEN INFRASTRUCTURES
MOBILITY QUALITY OF LIFE
HOUSING
4.5.- Ciudad del Saber – Panamá (2000)
4.6.- TECNOPUC – Porto Alegre (2004)
4.7.- Skolkovo (2009)
4.8.- Ruta N – Medellín (2009)
4.9.- MIT-Kendall Square Innovation District (2013)
4.10.- La Salle Technova Barcelona (2001)
4.11.- IASP (1984)
Argentina
Armenia
Australia
Austria
Azerbaijan
Bangladesh
Belarus
Belgium
Botswana
Brazil
Bulgaria
Canada
China
Colombia
Croatia
Czech Republic
Denmark
Ecuador
Estonia
Finland
France
Germany
Greece
Iceland
India
Indonesia
Iran
Italy
Japan
Jordan
Kenya
Korea
Kosovo
Kuwait
Latvia
Lithuania
Luxembourg
Macedonia
Malaysia
Mexico
Morocco
Namibia
Nigeria
Norway
Oman
Pakistan
Panama
Paraguay
Peru
Poland
Portugal
Qatar
Romania
Russia
Saudi Arabia
Singapore
Slovakia
Slovenia
South Africa
Spain
Sudan
Sweden
Switzerland
Taiwan (China)
ThailandThe Netherlands
Tunisia
Turkey
United Arab
Emirates
United Kingdom
Uruguay
USA
Venezuela
Vietnam
5.- LA SALLE TECHNOVA TOOLKIT
Creation and Management of an Innovation Park
5.0.- LA SALLE TECHNOVA TOOLKIT
EDUCAT ION
ENTREPRENEURS
BUSINESIDEA
CONTEST
PREACCELERATOR
AFILIATION
INCUBATION
MENTORING
ALUMNI
BUSINESS ANGELS SCHOOL
INVESTORSNETWORK
MARKET
INTERNATIONAL
EVENTS
LA SALLETECHNOVATOOLKIT
!
5.1.- EDUCATION ON ENTREPRENEURSHIP
EDUCAT ION
ENTREPRENEURS
LA SALLETECHNOVATOOLKIT
1
5.2.- BUSINESS IDEA CONTEST
ENTREPRENEURS
BUSINESSIDEA
CONTEST
LA SALLETECHNOVAMODEL
2
5.3.- PREACCELERATOR
PREACCELERATOR
LA SALLETECHNOVATOOLKIT
3
5.4.- INCUBATION - AFILIATION
AFILIATION
INCUBATION
LA SALLETECHNOVATOOLKIT
4
5.5.- ALUMNI
ALUMNI
LA SALLETECHNOVAMODEL
5
5.6.- MENTORING
MENTORING
LA SALLETECHNOVATOOLKIT
6
5.7.- INVESTORS NETWORK
INVESTORSNETWORK
LA SALLETECHNOVATOOLKIT
7
PUBLIC
FUNDING
PRIVATE FUNDING
5.8.- BUSINESS ANGELS SCHOOL
BUSINESS ANGELS SCHOOL
LA SALLETECHNOVATOOLKIT
8
5.9.- MARKET
MARKET
LA SALLETECHNOVATOOLKIT
9
5.10.- EVENT - INTERNATIONALIZATION
INTERNATIONAL
EVENTS
LA SALLETECHNOVATOOLKIT
10
5.!.- LA SALLE TECHNOVA TOOLKIT
EDUCAT ION
ENTREPRENEURS
BUSINESIDEA
CONTEST
PREACCELERATOR
AFILIATION
INCUBATION
MENTORING
ALUMNI
BUSINESS ANGELS SCHOOL
INVESTORSNETWORK
MARKET
INTERNATIONAL
EVENTS
15 YEARS
250 Start Ups
300 Projects/Year
6.- CONCLUSIONS
Creation and Management of an Innovation Park
6. Conclusions
Knowledge Based Economy needs Talent and Technologyfor transforming Opporunities to Value: New Skills / NewLearning Process
Universities and Business Schools are part of theEcosystem of Innovation.
Entrepreneurs are the Innovation Department of the BigCoporations (Open Innovation)
The Innovation Parks are the connectors with the LocalEcosystems of Innovation and the Global InnovationSystem.
From Stanford to La Salle Technova, there are differentmodels of Parks. You have to design the best for you andyour community: The Roadmap will bring you to thefuture!
INNOVATION,UNIVERSITY &ENGINEERING
Josep M. [email protected]