Regional Innovation, Incubation and The University Entrepreneurial Leadership and The Cambridge Model “The Cambridge Phenomenon” Professor Alan Barrell Hosei University, Tokyo February 26th 2009 Context and Agenda  A General Context – A Changing World – A Financial Crisis  Region and sub-region – where did the action really originate Question - Is there optimal size / scale for optimal Innovative Development ?  Entrepreneurship as the driving force and Leader of much more than business success  Entrepreneurial mindsets and support structures  Technology Transfer – The University did not lead  A Family of Incubators under other names  A Cluster of Creativity  Characteristics of Successful Cambridge Incubators  Recognising and building on serendipity  Funding and Investment Readiness Preparation  People, Diversity, Culture, Communities, Networking and Society Casting an Eye on the World’s Financial Crisis – What’s changed ? Who said these words and When “I believe the banking institutions are more dangerous to our liberties than standing armies If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around the banks will deprive the people of all property until their children wake up homeless on the continent their fathers conquered” Who said these words and When “I believe the banking institutions are more dangerous to our liberties than standing armies If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around the banks will deprive the people of all property until their children wake up homeless on the continent their fathers conquered” Thomas Jefferson 1778 And what about these… “The budget should be balanced, the Treasury should be replenished, Public debt should be reduced, the arrogance of officialdom should be tempered and controlled, and the assistance to foreign lands should be curtailed, lest our Nation become bankrupt People must again learn to work, instead of living on public assistance” And what about these… “The budget should be balanced, the Treasury should be replenished, Public debt should be reduced, the arrogance of officialdom should be tempered and controlled, and the assistance to foreign lands should be curtailed, lest our Nation become bankrupt People must again learn to work, instead of living on public assistance” Marcus Cicero 55 BC But - think Boom ….not Gloom… many successful businesses started in recessions… “I started the Cobra Beer Company in a deep Recession – and it proved to be the best time for me….introducing something innovative and exciting changed the way people thought about Indian Food and Beer” Lord Karan Bilimoria Founder – Cobra Beer But the eye on the World shows lots of changes….its not just the finances….and some changes are permanent The Changing Horizon Organisations Technology Environment Issues The death of deference Globalisation New employment patterns Timetable 8th to 14th July 2007 Research Projects at CfEL Collaborative Research Projects: of Individuals •Role of Individuals •Role networks •Social Social networks • process •Entrepreneurial process •Entrepreneurial of •Enterprisers • Analysis on Indivers’ entrepreneurial •Enterprisers Webcast • •Webcast Development Centres companies and resources (EFER, • Centres •Development of innovation and venturing innovation and venturing What to each How to teach Entrepreneuria l Skills and Knowledge Born or made neuroscience •Project with neuroscience •Projectwith •Intuition •Intuition in sample at ARC •Included •Included in sample at ARC Netherlands) • Centrality of Firm: Quantitative Analysis (JBS) •Open Innovation with Unilever & Institute of Manufacturing • Comparative analysis between Cambridge and Arezzo entrepreneurial clusters (University of Siena and University of Florence, Italy) • Entrepreneurs - Born or Made (Prof Barbara Sahakian ) Research into importance of Entrepreneur Social Networks – and how they build them – Myint and Vyakarnam A significant feature of Cambridge cluster: Highly Developed Social Networks of Entrepreneurs “The majority of high technology companies that have shaped the success of Cambridge cluster are connected to a handful of serial entrepreneurs, business angels and venture capitalists” RealVNC Virtual Network Merged with Andy Hopper Level5Network Computing Globespan Andy Hopper Steve Pope Ubisense Andy Hopper Peter Warton Andy Hopper Cambridge Andy Hopper Andy Ward Acquired by IPV (Telemedia Hermann Hauser Broadband Acquired by American Pete Western Acquired by AT &T Systems) Andy Hopper Microwave Virata(ATML) Steggles Multiplex Adaptive Simon Elliott Hermann Hauser Corp Broadband TerraPrise David Cleevely Amadeus Capital Partners VBN Olivetti Hermann Hauser Tensails nCipher online Research Lab Mike Muller Splashpower Richard Green Alex van Someren Andy Hopper Acquired by Tudor Brown Acquired by Nicko van Someren Broadcom ARM Jamie Urquhart Lily Chang GE ANT Element 14 Icera Acquired by Richard Green Small Alex van Someren James Hay Olivetti Stan Boland Stan Boland Authur Chance World Nicko van Someren Simon Knowles Simon Knowles Dick Newell Cambridge Interactive Systems Part of DAKO DakoCytomation John Snyder Dick Newell, Tom Sancha Diagnostics Merged with Webtop Acorn Charles Lang Hermann Hauser, Chris Keightley Cytomation Inc Hermann IQ Bio Shape Data Peter Duffett-Smith Smartlogik CAD Hauser Netchannel Acquired by CPS Hermann Hauser Acquired by Dialog Hermann Hauser NTL Top Jack Lang Cambridge Jack Lang Electronic Share Jack Lang express University Information Muscat John Snyder Martin Porter Enterprise Accelerator John Snyder Cambridge Semiconductor Gehan Amaratunga Florin Udrea Laser-Scan Analysys R O Frisch David Cleevely 1986-1990 Adam Twiss Zeus David Reeves Technology Pilgrim Beart ActiveRF ART Adam Twiss Bryan Amesbury Antenova Pilgrim Beart Richard Friend Plastic Logic David Cleevely Cambridge Hermann Hauser Network Alec Broers 1991-1995 Collin Ager Garraint Davies Innovia Polight Technologies Stephen Elliott Pavel Krecmer 1996-2000 Cambridge 3G David Cleevely M-Spatial 2001-2002 Adrian Cuthbert Jon Billing Figure - The hi-tech start-ups associated with the Cambridge University Acquired by E* Trade Richard Friend Until 1985 Daniel Hall Saviso Group CDT Acquired by Becker Underwood Merlin Biosciences William Bains Chris Greg Winter Arakis John Caldwell Iain Cubitt Evans Changed its name Merged with Pestex Diversys Andy Amedis to MicroBio Group Xenova Cyclacel Richards RiboTargets pharmaceutic Group Ltd Microscience Vernalis Merlin Venturesal Simon Sturge Ark Therapeutics Chris Evans Chris Evans Iain Cubitt Martin Davies Acquired by Vectura Celsis Axis Genetcs Toad Greg Winter Chris Lowe Prometic Cerebrus BioRobotics ReNeuron Chris Evans Daivd Chiswell J McCann Biosciences Biovex Chris Evans CAT ChiroTech Inc Chris Evans Cambridge Chris Evans Rapigene Celltech Alan Munro Sensors Chris Lowe Enviros Smart Enzymatix Cantab Merged by Chris Lowe Chris Evans Holograms Pharmaceuticals Celltech Chris Lowe Ken Jones Chiroscience MRC LMB Affinity chromatography Group Chris Evans Genzyme Chris Lowe 1960s Purely Daniel Roach AGC Alan Goodman (UK) David Bailey LiDCO Proteins Alan Goodman 1985 1984 Philip Dean Terry O’Brien Alan De Novo Cambridge CeNes David Bailey AdproTech Alan Goodman Goodman University Alan Peter Lachmann CORE ATM Biotica Technology Goodman Until 1985 Alan Peter Leadlay Goodman Kudos Jim Staunton Daniel Roach Oxford Pharmaceuticals Alan Goodman Alan Bimedica Mark Bodmer Stephen Jackson Hexagen 1986-1990 Acquired by Incyte Peptide Goodman Avlar Therapeutics Metris Lorantis BioVentures Alan Goodman Mark Bodmer Now Acambis Therapeutics 1991-1995 Daniel Roach Amura Paradigm Stephen Smith Salix Alan Therapeutics Steve Charnock-Jones pharmaceutical Holometrica Mark Carlton Goodman Astex Abcam Roger Millington Solexa Sense Alan Technology Jonathan Milner 1996-2000 Shankar Goodman Proteomics Tom Blundell David Cleevely Jonathan Blackburn Balasubramanian Jonathan Milner Chris Abell David Klenerman David Cleevely Harren Jhoti Paul Goldsmith Akubio Cambridge Theranostics MC Ivan Petyaev Daniolabs David Klenerman, Tony Minson 2001-2002 Figure – The biotech start-ups from Cambridge University and other individuals Entrepreneurial Overlap – “Joined Up Thinking and Actions” – Coherence and Common Purpose EDUCATION & RESEARCH including Universities INDUSTRY & BUSINESS GOVERNMENT National & Local Building an Enterprise Society Power of Entrepreneurship, Innovation and NetworkingBuilding “bottom up” National economy Regional economic development Sub-regional development Building communities of enterprise,social inclusion and common purpose The Cambridge Phenomenon – Fulfilling the Potential – 2004 Report to Government “Greater Cambridge is one of the most dynamic subregions within the UK Economy”          GDP growth 6.5% p.a ( UK 3.4%, USA 3.8%) Employment Growth 5,000 p.a.(160,000 1971 – 2001) 3,500 High Technology businesses 50,000 High Technology jobs 80% Job Growth ( UK 16 % ) 360,000 jobs in total UK Exchequer tax take £5.5 billion Export value - £2.8 billion Gross Value Added - £12.2 billion ( 2001 ) The Greater Cambridge Partnership - GCP Super Sub-region One of Europe’s Innovation Capitals • • • • • • University of Cambridge ranked No in Europe, No.4 in the world International hub linked to finance and global markets £12 billion+ economy; 750,000 people 1,500+ hi-tech companies; 250 biotech companies 30% of workforce employed in knowledge-based industries European Union certified centre of excellence for innovation and hi-tech business • Where Entrepreneurship has driven positive development The East of England Region Map of Silicon Valley inset Cambridge source: Cambridge 2020 report - 1998         Sources of Competitive Advantage for Greater Cambridge – Entrepreneurial Leadership – brought Positive Innovative Change Capacity for innovation Diverse science base and research infrastructure Capability to diffuse knowledge and experience through collective learning and networking systems Leading to a functioning knowledge-based cluster Entrepreneurial business community – enthusiastic to participate in local, regional, national and international programmes of innovation, change and new business creation Centre for Entrepreneurial Learning in Judge Business School Open Culture – Community Spirit +++++ An Enterprise Society of Common Purpose and Social Inclusion – Entrepreneurial Integration and Leadership But for the Future – Beware Arrogance – “Today’s Peacock is Tomorrow’s Feather Duster” In Pursuit of Excellence ! “Excellence can be achieved, if we: Care more than others think is wise, Risk more than others think is safe, Dream more than others think is practical, Expect more than others think is possible.” Deborah Johnson-Ross Maybe Entrepreneurs think this way? If Academics and Public Policy makers too….we have a powerful combination….which impacts upon Society and the whole Economy Thank you for your attention… More on my website – www.alanbarrell.com E-mail – alan@alanbarrell.com ... of Entrepreneurship, Innovation and Networking National economy Regional economic development Sub -regional development Building communities of enterprise,social inclusion and common purpose Cambridge... Entrepreneurship… And about Creativity, Innovation, Discovery Culture, and Mindset – Historical Perspectives and Timing Jules Verne – “There is nothing more powerful than an idea whose time has come”… And. .. of reserves Labour and Material cost advantages +++++ Cambridge and the Eastern Region Traditional Industries •Agriculture and Food •Fishing •Leather goods - Footwear •Wool and Textiles •7.5 million