msp scenario final

8/14/2019 Msp Scenario Final

1/22

A Scenario forSuccess in 2008

Contribution of

Universities to theKnowledge Capital

A report by Luke Georghiouand Jennifer Cassingena Harper

Institute of Innovation Research

Harold Hawkins Building

The University of Manchester

Manchester UK


2/22

1

ForewordIn the front rank of the knowledge societyBy Councillor Richard Leese, Leader, Manchester City Council

Manchester has an increasingly bright future. With our excellent infrastructure, including a major internationalairport, the expanding Metrolink network and a sequence of highly successful major cultural, commercial andsporting developments incorporating world-class design, our physical environment is first class.

Looking to our economic future, we are moving rapidly towards becoming a city in the front rank of the knowledgesociety using our brains to drive regeneration. Here too we have the makings of an excellent infrastructure three universities with a combined income of 670 million, including the new University of Manchester which willbe an institution that is truly world-class in its breadth and quality of research.

Realising the potential of the Citys intellectual assetsis the task we have set ourselves in the Manchester:Knowledge Capital Prospectus. This provides a powerfulvision of where we are going in the 21st Century and aunifying focus for our drive towards urban renaissanceand competitiveness.

Articulating that vision will require continuingconcentration and effort. I am delighted to see in thisreport of the Scenario Workshop a picture of the wayin which universities could contribute to the KnowledgeCapital in five years time.

It is not the only possible future, but it contains manyelements that we can and should aspire to. We needstretch goals of this kind to make us rise to thechallenge.

I was particularly pleased to see that this high-tech future

is an inclusive one, spreading the benefits right acrossthe City and improving our living environment.

Some of our leading thinkers and drivers took part in thisexercise and I commend others to read about their work,take up the debate and push forward our citys vision.

Councillor Richard Leese


3/22

2

In a knowledge-driven economy, relationsbetween universities and business are akey issue.

This report describes the process and outcome of a

Success Scenario Workshop on how universities could

contribute to the development of the City-Region of

Manchester as a Knowledge Capital, with its economy

founded on science and the creative sector.

The Scenario was developed by senior stakeholders

from business, Government and universities and

presents a vision of what success would look like in

2008.

Success in 2008 Spreads the Reach of the

Knowledge Producers to All Parts of the City-Region

A network of hotspots of university-industry interfaces has spread away from the

campuses across the City-Region. Entrepreneurs are attracted by the combination of

caf culture and easily located specialised spaces for innovation. The Manchester

Science Park brand defines the quality level.

Infrastructure

Human resources

Success in 2008 Makes Manchester a Net Importer of Graduates

The exodus of graduates to the Southeast has been reversed as high quality jobs

in small entrepreneurial firms attract the best. Rising teaching quality has pervaded the

entire Manchester education system with mentoring one of its hallmarks. Highly qualified

and entrepreneurial immigrants are actively sought.

University missions

Success in 2008 Sees Each Manchester University

Recognised as World-Class in Terms of its Mission

Following the emergence of the new University of Manchester as a world-class

research-driven institution, Manchesters other two universities achieve similar levels

of excellence within the context of their own missions. All three treat reach-out as anintegral activity but approach it in distinctive and complementary styles.

The Scenario has five dimensions:

Summary


4/22

3

Inward investment

Success in 2008 Sees Integrated Policies Attracting Massive

Investment by Multinationals and Entrepreneurs

Integrated packages combining land-use, infrastructure and academic linkages have

attracted huge investments by multinationals in the region, providing a natural market for

start-up firms. Regional resources are used to gear and attract national and European

investment.

Networking

Success in 2008 Sees Firms of All Sizes and Ages in Manchester

Sourcing Knowledge and People and Meeting Development Needs

from the Universities

Networking is seen as the key to businesses understanding how universities can help

them. Much better interfaces now allow medium-sized firms to work with academics,while business joins city government in securing and supporting centres of excellence.

Ten key actions are proposed to reach success, along with indicators

of success. These in turn can be encapsulated in three headings:

> Focus academic resources in centres of excellence.

> Promote networks, drop moribund ones and create new networks where

they do not exist.> Develop a cadre of people ready to lead and work in a networked Knowledge Capital.


5/22

4

Business-university links occur in four major dimensions, each with different pay-offs

and barriers to be overcome:

> In Research Collaborationthe model is normally that a company eitherdirectly sponsors research in a university or else works within the framework of

a government-sponsored collaborative programme. In either case, the pay-off for

the company is access to new knowledge in the context of an area of its

interest, and access to skills and capabilities it does not possess itself.

For universities, the benefits include additional income and contact with real-life

problems and, in some cases, company facilities. Barriers to successful

collaboration include mismatched expectations about timescales and research

directions, ownership of intellectual property, and lack of an adequate interface

to identify and manage collaborations.

> Commercialisationof knowledge developed in universities is concernedwith founding new firms or licensing knowledge to existing ones. In this area

the main incentives for universities are contributing to the community, attracting

good staff and providing the conditions for educating students in

entrepreneurship. Exploitation revenue is a bonus, but is now recognised as

being unlikely to grow beyond a few percent of the institutions income.

However, for the broader benefit of the national and regional economy it is vital

that a high-quality supporting infrastructure exists for young and growing firms.

> For most companies the most visible and immediately valued contribution of

universities is Human Resource Development, including the supply oftrained graduates and the knowledge transfer that comes with them. The key inthis area is in maintaining the quality of the intake, especially in science and

engineering, and then in channelling graduates into productive careers.

Introduction

Manchester, one of Europes foremost City-Regions

and the economic motor of the Northwest of England

has undergone a fifteen-year process of transformation

and regeneration away from traditional industries and

towards science-based, creative industries and

services.

These developments have been strongly influenced by

the major asset of Manchesters four universities. With

the two most research-intensive of these about to

combine to form an institution with world-classaspirations, the opportunity now exists to drive the

process much further over the next five years and

secure Manchesters position as a powerhouse of the

knowledge economy.

This report describes the process and outcomes of

an exercise in which leading stakeholders in the City-

Region developed a success scenario for business-

university linkages in the context of the Citys broader

vision of becoming a Knowledge Capital.

The success scenario is not intended to be a prediction

or even a plan of action. However, it paints a picture ofa future that can really be achieved if sufficient drive

and resources are mobilised by the stakeholders.

The concept of the knowledge-driven economy has brought the

relations between universities and business to the centre of policy

for nations, regions and cities seeking economic regeneration and

growth through innovation.


6/22

5

1http://www.manchesterknowledge.com/knowledgecapital.html2 Improving Links Between Tenant Companies and Higher Education Institutions: Exploring Emerging Scenarios

for Manchester Science Park, Jennifer Cassingena Harper, PREST, University of Manchester, 8 April 2003

> The fourth dimension of linkage is in the softer but nonetheless vital domain of

Networking and Reach-out. This includes a wide variety of personal andinstitutional contacts, formal and informal, many of which represent the only channel

to the vast population of existing firms with knowledge deficits. Providing an interface

for such activities and an incentive for academics to take part, both represent

important challenges.

Business-university linkages have been the focus of a great deal of policy attention in

recent years. During 2003 two major national policy reviews have been addressing this

topic:

> The Department of Trade and Industrys Innovation Review.

> The Lambert Review of Business-University Collaboration sponsored by HM Treasury.

At the same time, two important developments in Manchester have brought a further

focus on this issue:

> The emergence of the Knowledge Capital Manchester concept as a unifying theme

for capitalising on the knowledge base in the Citys universities1

.

> Project Unity, creating a new university combining the Victoria University of

Manchester and UMIST as the new University of Manchester, with a consequent

detailed examination of structures and actions in relation to business and thecommunity.

In the meantime, Manchester Science Park Limited has been examining its own strategy

in relation to improving links between its tenant companies and universities. As part of

this appraisal a study was carried out by PREST exploring best-practice in this domain2

.

One recommendation of this work was to apply foresight techniques to build a shared

vision of the role of the Science Park and other organisations in developing such

linkages. A second recommendation was for the Science Park to increase its

engagement with the strategic discussions of its participating universities, particularly in

the context of Project Unity. This led to the idea that the foresight activity could be

extended to the broader topic of business-university linkages in Manchester and linked

to the articulation of the Knowledge Capital concept. With sponsorship from Manchester

Science Park, the Regional Affairs Directorate of the University of Manchester and

PREST, Institute of Innovation Research, University of Manchester, the concept of the

Success Scenario Workshop was developed.


7/22

Processof Workshop

It is intended to develop a shared vision among senior

stakeholders of what success in this area would look

like in five years time and to begin the process of

developing a road map to get there.

The purpose of having such a vision of success is to

set a stretch target for all the stakeholders. The five-

year horizon has been chosen to get beyond short-term

considerations and to allow immediate actions to

follow. It also marks the halfway point in the ten-year

vision of Knowledge Capital.

A key element of the method is that those who take

part are in a position to implement the outcomes, which

at least in part they have already bought into through

their own participation and contributions a situation

far removed from the receipt of a consultants report.

During April and May 2003 a list was compiled of key

individuals who could be seen as shaping and driving

the future of business-university links in Manchester.

These came from business and commerce, national,

regional and local government, intermediary

organisations and the Citys four universities (see List

of Attendees on page 20). These were invited to the

Scenario Workshop taking place on the evening of

June 12th and all the next day.

Participants were sent a briefing document setting

out the objectives of the Workshop and several

background documents:

The Success Scenario Workshop used an approach developed by

the Institute of Innovation Research at the University of Manchester

and previously applied in developing national strategies for ICT,

biotechnology and nanotechnology3

.

6

> The Science Park Review the output of the review which examined the

success factors involved in a science park developing active links with its

academic hinterland.

> Manchester: Knowledge Capital the Core Cities Prospectus, published by

Manchester City Council and the Knowledge Capital Partnership in June 2003,

a document setting out a vision for maximising the Citys and Regions use of its

intellectual capital and other assets to drive competitiveness and growth.

> The submissions of the universities to the Treasurys Lambert Review of

Business-University Links, which was in process during the exercise (several of

the Workshop participants had taken part in an earlier meeting held at PREST at

which Richard Lambert and his team were briefed on the state of links at

Manchester University and UMIST).

3 For copies of the outputs see http://www.ost.gov.uk/policy/futures/index.htm#top


8/22

On the following day an introductory plenary session set out some of the issues and recent research findings inthe field of business-university links. Following this the Workshop proceeded with three plenary and two parallel

sessions (see Structure Diagram overleaf). The first set of parallel sessions aimed to identify the main driving

forces for alternative futures (Drivers and Shapers) under the headings:

> Business needs

> Universities and their mission

> Land, infrastructure and human resources

> National, regional and city policies and strategies

The results from these provided the basis for the first elements of the Success Scenario.

A second round of parallel sessions then examined necessary developments in the four

main areas of business-university interaction that were outlined above:

Commercialisation(Land and infrastructure development, spin-outs, spin-ins, franchising, consultancy)

Human Resource Development(Supply of graduates, placements, continuing education and training)

Research collaboration(Making use of centres of excellence)

Networking/Business Development(Soft knowledge transfer, responding to enquiries)

In the final plenary session key actions and indicators of success were identified.The results from the days deliberations are presented in this report.

The Workshop began with a dinner which

included a basic briefing and a keynote

speech by Dr John Beacham which set six

challenges to the delegates for the futureof Manchester as an innovation capital:

1. The opportunity presented by Project Unity in terms

of critical mass and international focus;

2. Contiguous developments in the Mersey Corridor

(Liverpool and Daresbury);

3. The Knowledge Capital concept and in particular its

fusion of Science, Arts and Medicine;

4. The potential of Northwest hotspots for developing

Science and Technology through Centres ofExcellence, entrepreneurs and enterprise centres;

5. The importance of finance and attracting inward

investment;

6. The role of Government support including

regionalism and policies to promote knowledge

transfer.

These were encapsulated as Money, Knowledge and

Entrepreneurs. An open discussion followed.

7


9/22

Briefing pack sent out in advance

Opening Dinner with VIP Speech

and initial discussion

First plenary briefing

on backround and objectives

Initial Break-out groups

on Drivers and Shapers

Second plenary on main

elements of Success Scenario

CommercialisationHuman resource

development

Research

collaboration

Networking and

business

development

Second Break-out groups on

building the model in key areas

Third plenary on combining

the elements in a scenario

After meeting document prepared,

circulated for comment,

finalised and disseminated

Universities and

their mission

National, regional

and city policies

and strategiesBusiness needs

Land,

infrastructure

and human

resources

Structure of Workshop8


10/22

The outputs of the Workshop are summarised in this section in the form

of a scenario for success in 2008. This brings together the key drivers and

shapers identified by the participants and highlights the different but

related dimensions of this successful outcome:

3.1 Infrastructure:Success in 2008 Spreads the Reach

of the Knowledge Producers to All Parts of the City-Region

Innovation hotspots spread across the city-region

In 2008 Manchester has shown the world that in a knowledge-driven City-Region,

proximity between knowledge producers, their collaborators and knowledge users

does not mean that infrastructural developments have to be confined to the immediate

surroundings of the universities.

A network of hotspots (university-industry interfaces/spaces) has emerged

throughout the City-Region, taking advantage of the continuing development of the

broadband/wireless infrastructure and mass transport policy. The hotspots provide an

attractive setting and one-stop shop for knowledge interactions, facilities and services.

Academic institutions have realised that they too can be present in these off-campus

locations and most hotspots include university spin-offs, research projects and student

enterprise centres.

Scenario forSuccess in 2008

Five Dimensions of Success

9

Infrastructure

UniversityMissions

InwardInvestment

3.1

3.3 3.4

HumanResources

3.2

Networking3.5


11/22

10

Caf Culture attracts entrepreneurs

A new integrated approach to the use of land was first

set in motion with the sale of land resulting from ProjectUnity. This highlighted the fact that the borderlines

between the cultural and social infrastructure, knowledge

infrastructure and leisure facilities could be further

reduced with the development of the Oxford Road

Corridor.

Entrepreneurs were attracted by the buzz associated

with the caf culture and the excitement of exploring/

exploiting innovative spaces. Inevitably this drove up

property prices in the area and stimulated the

development of new zones as entrepreneurs sought

cheaper accommodation. These began as Knowledge

Capital satellite sites but many can now be regarded as

hubs in their own right. By promoting social cohesion,

these new zones have contributed to the safety and

security of the City-Region, thereby enhancing the image

and attractiveness of the region as a whole.

Specialised spaces

and the Science Park brand

A particularly attractive feature is the guarantee of quick

availability, adaptability and the high quality of premises

for companies at all stages of growth, ranging from

cheap space with shared services for start-ups, through

high quality, high-tech image Science Park buildings,

and up to prestige sites for multinationals.

An on-line fast track service is available which matches

urgent property requests with available properties.

Specialised clusters also appeared, with the area

around the University of Manchester dubbed Bio-City,

while other areas focused on emergent technologies

such as nanotechnology, or else on putting high tech

into existing industries such as textiles and metal

engineering.

The growth of knowledge-based business was strongly

aided by Manchesters reputation as a city friendly to

knowledge-based initiatives with fast-track planning

approval for developments which meet key criteria.

Another success factor in the development of

infrastructure was the availability of professional

property management services and branding

specialised in supporting knowledge-based companies.

Manchester Science Park recognised the trend towards

multiple and specialised sites at an early stage and

developed its brand as a franchise representing a

defined quality level recognised by potential tenants.

The logo is now so common that a recent newspaper

article joked that it was being mistaken for the latest

(and healthiest) fast food franchise!

Living and working

in the Knowledge CapitalAn unusual feature of many of the hotspots is that they

are not commuter targets. Incubators have been built

that aim to provide a complete environment for the

entrepreneur including close-by living space similar

to the studio-lofts to be found in artists colonies.

The wide spread of the Knowledge Capital has also

created jobs for less-qualified people in the areas

where they live. These new integrated communities

have begun to reduce social exclusion and crime and

hence create a virtuous circle where they become moreattractive to business.


12/22

11

3.2 Human resources:Success in 2008 MakesManchester a Net Importer of Graduates

At one time Manchesters universities effectively operated a successful business exporting graduates to

the Southeast of England. Some of the intake would come from there in the first place, but many of them

(and even many graduates born in the Northwest) would be forced to seek employment in the South

because the quality and quantity of job opportunities to absorb them did not exist in Manchester. In five

years that situation has turned around.

The economic drivers of the knowledge-based sectors, and the quality of life and cultural buzz of the city,

have encouraged a high and growing proportion of Manchester graduates to stay in the region. Most of

the new jobs are in small entrepreneurial firms and in services for these companies. Training of graduates

in entrepreneurship and intrapreneurship has helped to enable this shift. The proportion of graduates in

Manchesters workforce has increased substantially.

Quality rising in universities and schools

It is not only the quantity but also the quality of graduates that has

increased. Continuous efforts to improve the quality of Manchesters

universities teaching have fed back into first class recruitment and greater

demand for their graduates. Graduates are also attracted to Manchesters

universities because of ongoing efforts to improve the choice and content

of courses on offer, with the aim of making them more responsive to

Knowledge Capital employers.

Graduates are now better equipped to work in an entrepreneurial context

with a majority having had some form of contact with business or other

employers as a part of their training. Universities have also been pro-active

in carrying the Knowledge Capital concept into the Citys schools with the

benefit being the creation of a natural pipeline into the knowledge-based

economy. Manchester Education has become a shorthand for an integrated

approach that other regions seek to emulate mentoring at all levels is one

of its hallmarks.

Graduates positive experience at Manchesters universities is reflected in

their continuing investment in education and training with an increasing

number returning to pursue doctoral studies/research. The opportunities for

lifelong learning have increased to meet growing needs and many of the

programmes are now being offered through distance learning.

Proactive approaches to

careers advice and guidance services

The excellent support facilities, already available at the Manchester

universities to help graduates to embark on the right careers, have been

further extended to promote a wider human resource strategy across the

City-Region. Employers and graduates are encouraged to develop closer

links at all levels of the education and training chain.


13/22

12

Teaming up for success

The successful restructuring stimulated through Project Unity has encouraged the other

Manchester universities to re-examine their missions. Driven by the revised RAE and

Project Unity the dispersion of missions among Manchesters universities becomesclearer and more complementary.

The critical mass generated through Project Unity has transformed

the new university into a world-class institution. The new

University of Manchester has consolidated its position as

the science driver of the region and is regarded as a

peer by the former Golden Triangle Institutions.

We now have a Diamond as the core of the

English system an irony not lost on the

Northwest as the regions response to

the failure to secure the Diamondsynchrotron had been part of the early

momentum towards this transformation.

This success story means that the University

attracts the attention of academics and policy-

makers from other regions in the UK and EU.

This generates more resources for the University as

other universities are keen to team up on international

projects.

Reaching out for successManchester Metropolitan University re-emphasises its vocational and professional

mission and close linkages to local industries summarised as relevance with science

added. This provides a basis for reaching out not only to high-tech sectors, but also

to apply knowledge in the regeneration of traditional sectors and in the service sector.

Salford University reiterates its philosophy that collaboration with business and the

community reaches to every corner of the University and that all staff have something

to offer the outside world in return for interesting and challenging problems to study.

All three universities treat reach-out as an integral activity in the same way as research

and teaching but as with the other two activities, they approach it in their own

distinctive and complementary styles. Complementarity provides the best basis for

working together and so joint approaches to firms become more frequent and

collaboration between universities is the norm.

Attracting highly qualified and entrepreneurial immigrants

The first class airport and cultural diversity of the city, the excellent reputation of the schools and universities,

and the pro-graduate mentality of leading firms, encourage Manchester as the destination of choice for highly

qualified and entrepreneurial immigrants - a bureau of the City Council exists to facilitate their arrival and

integration - the universities benefit in attracting world-class academics.

The bureau moves quickly to forge links with immigrant entrepreneurs, sometimes before they arrive. The privatesector benefits from the business and research links which the immigrants can facilitate with their home country.

3.3University missions:Success in 2008 Sees EachManchester University Recognised as World Classin Terms of its Mission

Manchester

Oxford Cambridge

London


14/22

13

Reaching out beyond

Science and Technology

Universities redefine their missions to incorporate the

Knowledge Capital vision and to make reach-out an

integral activity in the same way as research and

teaching reach-out is no longer seen as the preserveof science and engineering. An equal number of new

business and public service ideas emerge from the

increasing interaction and synergy with the arts,

humanities and social sciences departments.

Some of the most exciting businesses find their

markets on the sharp edge between content and

technology smart clothing threatens to revive the

golden days of the textile industry since the potential

of nanotechnology was harnessed with the ingenuity

of fashion designers, while massive computer power,combined with the knowledge of social services in

social science departments, has led to a series of

start-up companies offering solutions in public service

productivity, benefiting consumers and workers alike.

Well-trained professional managers and

inspired leadership a key to success

The chance for success of these companies is

bolstered by the active engagement of the new

Universitys School of Business and Management

the largest full-service school in the UK.

One particularly successful idea is to bring in world-

class leaders to act as mentors for rising stars in the

City-Region the master class held by Bill Clinton on

growing the new economy was an early success. At a

slightly lower level but with high commitment, part of

the route to success has been the identification and

emulation of heroes in HEI-Business links and efforts

to learn systematically from these role models.

Centres of excellence- a beacon for reach-out

The universities consistent and targeted efforts to

develop closer links with the city and regional

government, private industry and charities to share

resources and know-how to meet local needs and

opportunities, have paid off.

The pooling of ideas and resources for driving the

Knowledge Capital strategy forward, has allowed the

setting up of a number of world-class centres of

excellence won against national and Europeancompetition. In turn these Centres of Excellence

provide a strong impetus to reach out through their

visibility and the guarantee of quality they carry

with them.

The universities centres of excellence and high

foreign student intake has helped to stimulate foreign

direct investment, attracting top names to the region.


15/22

3.4Inward investment:Success in 2008 SeesIntegrated Policies Attracting Massive Investment

from Multinationals and Entrepreneurs

Investing in innovation and innovative approaches

The decision by the Region to make inward investment in innovation its top policy

priority pays dividends as technology-based multinational companies (MNCs) are

attracted by integrated packages covering land use, planning, labour, connectivity,

facilities, academic links and image. These integrated packages could only be

successfully developed, implemented and maintained as a result of the cooperative ethic

which has grown among the operators of these services. This has allowed the packages to be refined

over time in response to MNC needs.

The pro-MNC culture has attracted huge technology investments in the region which have resulted in a

virtuous circle whereby the revenue generated has partly been re-invested in maintaining and improving

the packages. As a result, improvements in the infrastructure and massive regeneration projects have

been possible, transforming the City into a secure and attractive location for business and community.

Benefits are not confined to large firms and their employees - the newly attracted multinationals act as a

natural market and pole for science-based start-up firms.

14

Destination of choice for entrepreneurs

A second package is equally successful in attracting global entrepreneurs from the USA and the

Far East. Civic leadership and a common civic vision promote and deliver Manchester as a

destination of choice for investors, entrepreneurs, academics, students, tourists and more

Science policy targeted to help win resources

Regional science and innovation policy is built upon a dual concept of helping to build centres

of excellence in the region but then relying on them to win national resources for excellence on

merit. The second wave of regional policy is then focused on exploitation of the opportunities

arising from that excellence and using them as a further attractor of investment.

Policy challenges

It is recognised that serious challenges remain for regional policy. Manchester will encounter

pressures from developments in the next five years, including the lapsing of Objective 1 funding

for Merseyside and the resource demands of Liverpool Capital of Culture. Resources will alsoneed to be found to build networks which do not correspond to RDA boundaries, notably the

Trans-Pennine Corridor.

Putting Manchester on the European knowledge and innovation map

Manchester has made a concerted effort to put itself in the European ring and is now punching

well above its weight in participation rates in knowledge based initiatives and the development of

the European Research and Innovation Area. Collaboration is particularly intensive with two

classes of peers similarly driven cities such as Milan and Barcelona, and smaller countries with

populations similar to the region such as Finland. Manchesters immigrant mix means that links

are also strong with the member states sharing a common past, such as Ireland, Malta and

Cyprus.


16/22

15

Better networking builds deeper links

Through better networking, graduate recruitment, lifelong learning and word-of-mouth,

the majority of knowledge-based businesses in Manchester have reached a good

understanding of the services that universities can offer them. There is a good linkage

between changing business needs and changing skills and the role, content and delivery

of lifelong learning.

3.5Networking:Success in 2008 Sees Firms of All Sizesand Ages in Manchester Sourcing Knowledge and Peopleand Meeting Development Needs from the Universities

...And better interfaces mean better networking

A single conduit (but providing services for different types of

businesses, SMEs, MNCs, ICT, BIOTECH... and their needs)

exists for businesses to find services in universities and this is

complementary to a wide interface consisting of personal contacts

and networks. Universities have extended their contacts from big

business and start-ups and now work equally well with existing

medium-sized firms and growing companies. An appropriate

balance has been found between common arrangements and

individual customised services. This is seen as part of a system

which supports innovators and entrepreneurs. In return, business

is ready to play its part in securing and supporting Centres of

Excellence in the universities given that the choice of

specialisation of these centres has emerged from a process of

business-university consultation and partnership.

City government is responsive to growing businesses

Manchester is widely perceived as one of the UKs easiest places

to start and grow a business. Access to city government at the top

level is easily achieved and business feels that it is in a politically

supportive environment which is quick to respond to their needs

or changing circumstances. New forms of incentives have been identified

through business-university-local government links.

...And business is responsive to city initiatives

Business has fully engaged with the Knowledge Capital concept

and has a role in its leadership. The media is also perceived

as a friendly, well-informed and proactive supporter of the knowledge

capital. It does not neglect its duty to criticise any slippage in the concept.


17/22

16

Participants in the Workshop identified ten keyactions necessary to achieve the Success Scenario:

Ten Key Actionsto Reach Success

Target and build-up Centres of Excellence in universities;

Bring business and HEI cultures closer by ensuring that business and academic

leaders network and that this is matched by networking at middle rank;

Universities to develop a concerted strategy for interacting with business networks and

helping to create new ones where they do not exist also be prepared to drop those

that have outlived their purpose;

City/RDA/business/universities to consider an exercise in mapping

and evaluating networks as a first step to broader proactive strategy.

More systematic use made of existing networks to get access to

prime movers and shakers nationally and worldwide;

Universities to provide physical space for networks at their entrepreneurial interfaces

such as incubators;

Engage locally based business education in developing leaders and managers equipped

to work in networked Knowledge Capital;

Engage business in mentoring university staff in terms

of understanding the business environment;

Focus on a knowledge-based inward investment strategy;

Promote the Knowledge Capital concept to academics and business;

Foster a can-do culture.

1

78

9

10

2

4

65

3


18/22

Indicators of SuccessIndicators of success are set out totell us when we are achieving the Scenario:

> Intelligent infrastructural development stimulates

the launch of a network of hotspots including

university spin-offs, research projects and student

enterprise centres.

> The emergence of a caf culture round these

innovation hotspots attracts entrepreneurs,

stimulating the development of new zones for

affordable, close-by living space.

> Integrated land policies and professional propertymanagement means that companies are attracted

by quick availability, adaptability and high-

quality premises.

> The dynamic infrastructure is helping to reduce

social exclusion and crime.

Dynamic infrastructure

17


19/22

18

> A high and growing proportion of Manchester graduates staying in the region.

> The proportion of graduates in Manchesters workforce increased substantially.

> Quality of students and teaching is rising in universities and schools.

> Graduates better equipped to work in an entrepreneurial context.

> Opportunities for lifelong learning have increased.

> Proactive approaches to careers advice and guidance services.

> Dynamic infrastructure and excellent reputation of universities attracting high-quality

brains from abroad.

Net importers of high-quality brains

World-class universities

> The new University developed by Project Unity as the science driver of the region

and as a peer of world-class universities.

> The other universities also offering world-class technical training and services

for local industry.

> High level of reach-out beyond science and technology to tap new opportunities

opening up through synergies with the arts, humanities and social sciences.

> World-class leaders attracted to act as mentors/role models for inspired leadership.

> The success of the early centres of excellence leads to a steady growth through

the attraction of additional national and EU funding.


20/22

19

Massive inward investment

Intelligent networking

> MNCs drawn by attractive all-inclusive packages successfully developed

through a cooperative ethic among different operators.

> Re-investment of revenue generated plugged back into the infrastructure.

> Manchesters science and innovation policy targeted to build centres

of excellence to win national resources and attract further investments.

> Spill-over benefits to other parts of the Northwest replace Objective 1 funding

as source of investment for development.

> Strong linkage between changing business needs and skills and content

of lifelong learning.

> Closer university-business interfaces support innovators and entrepreneurs

and increase number of sustainable start-ups.

>City-business links and networks encourage new forms of cooperative governance.


21/22

20

Chairman, Manchester Science Park

Chief Executive, Pro Manchester

Innovation Adviser, Department of Trade and Industry

Vice-Chancellor, Manchester Metropolitan University

Knowledge Capital, Manchester City Council

Head of Policy Unit, Malta Council for Science and Technology & Visiting Fellow PREST

Pro-Vice Chancellor, UMISTDirector, CONTACT Partnership

Chief Executive, Manchester Science Park

Director of Regional Affairs, University of Manchester

Vice-Chancellor and Principal, UMIST

Professor and Director, PREST, University of Manchester

Science Manager, Northwest Development Agency

Deputy Secretary, Association of Greater Manchester Authorities

Chief Executive, Redbrick

Chairman, Campus Ventures

Manchester Airports Group

Professor, SURF, University of Salford

Professor and Director, CRIC, University of Manchester

Director, Manchester Council for Community Relations

Chairman of Council, University of Manchester

Managing Director, Campus Ventures

Head of Careers Service, University of Manchester/UMIST

Chief Executive, Manchester Chamber of Commerce

Head of Information for Business and Community, University of Manchester

Chief Executive, Northwest Development Agency

Director of R&D, Central Manchester and Manchester Childrens University Hospitals NHSTrust

Chief Executive, Manchester Innovation Ltd

John Allen

John Barnacle

John Beacham

Sandra Burslem

Kathryn Carr

Jennifer Cassingena Harper

Rod CoombsGillian Cox

Jane Davies

Peter Fell

John Garside

Luke Georghiou

Pamela Harbron

John Hawkins

Emma Jones

Jim Keaton

Peter Mackenzie

Tim May

Stan Metcalfe

N.Khan Moghal

Rodger Pannone

Catherine Potter

Jane Ratchford

Angie Robinson

Sally-Anne Sagar

Mike Shields

Phil Sloan

Maire Smith

List of Attendees


22/22

Professor Luke Georghiou

Director,

PREST/IOIR,

University of Manchester,

Oxford Road,

Manchester M13 9PL

UK tel: +44 (0)161 275 5921

Email: [email protected]

Jane Davies,

Chief Executive,

Manchester Science Park Limited,

Kilburn House,

Lloyd Street North,

Manchester M15 6SE

tel: +44 (0)161 226 1000

Email: [email protected]

ISBN 0 946007 09 8 2003 Designed and produced by de Winter Marketing. Tel: 01244 320677 www.mdew.co.uk

Printed on 100% recycled paper

msp scenario final

Documents