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8/8/2019 Rob Valli - Developing an Ecosystem to Support an Entreprenuerial Community in the UAE
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Developing an ecosystem to support theentrepreneurial community in the UAE
Rob Valli
September 19, 2006Entrepreneurship 2010
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O verview
A New ParadigmElements of an ideal entrepreneurial ecosystemThe Cambridge Phenomenon UK
Comments / questions
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From the Industrial Triangle to the Entrepreneurial Box From the Industrial Triangle to the Entrepreneurial Box
Copyright 2006 Carl J. Schramm
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W hat is needed to move from this
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.. to this.?
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Public Policy LeadershipClarity; responsibility assigned for developing strategy &
its implementation; milestones; performancemeasurement
People Entrepreneurs, experienced managers, appropriatelyskilled workforce, mentors & sources of new talent.
Balanced enterprisepopulation
Appropriate balance of size, function (R&D, production,distribution etc) and origin (local startups, inwardlyinvested)
Appropriate balance of industry specialisation versusgeneralisation
Infrastructure Communication, transportation, education, health,housing, commercial property
Service providersAccountants, lawyers, patent agents, HR, PR, marketing,
banks, technology and design consultancy, businessincubation
Funding=Angels= UN CLES Balance of grant, debt and equity provision for all stagesof venture growth
N etworks & conferences Events and activities that ensure interaction, exchangeand knowledge transfer
K nowledge EconomyGenerators of science and technology; appropriate
structures for technology/knowledge transfer Pilot new innovation through collaborations!!!
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Cambridge: People
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Joe Marks Hermann Hauser Hermann Hauser Hermann Hauser Hermann Hauser Martin Jackson Charles Smith David CleeveleyChris Curry Peter W ynn Mike Muller
Andy Hopper Hermann Hauser Stephen IvesDavid Greaves Steve Furber Chris W adeHermann Hauser Sophie W ilson Robert SwannRobert Sansom Peter W ynn Hermann Hauser
Mike Muller Jack Lang Hermann Hauser Tudor Brown David Cleeveley
Alex van Someren Sir Alec Broer Jack Lang Nigel Brown Confidential
Laurence GarrettStan Boland
Hermann Hauser Simon KnowlesChris Curry
Alex van Someren Simon Segars Hermann Hauser Stan BolandNicko van Someren Hermann Hauser Jack Lang Simon Knowles
Robin Saxby Peter W ynnHermann Hauser Jamie Urquhart Daniel Hall Ray Anderson Hermann Hauser
Andy Hopper Mike Muller Adrian W rigley Daniel Hall Richard Friend Andy Hopper Mike Muller Hermann Hauser Tudor Brown Hermann Hauser Hermann Hauser Sir Alec Broer Hermann Hauser Chris Keightley Peter W ynn Simon Segars
Andy Hopper Chris Curry Stephen Ives Duncan Stewart Hermann Hauser Hermann Hauser Hermann Hauser Herman Hauser Richard Friend
Peter W ynn Nigel BerryStephen Ives Duncan StewartRay Anderson
Andy Hopper Hermann Hauser Hermann Hauser Stephen Ives Stephen Ives Phil O' Donovan
Hermann Hauser Haroon Ahmed Ray Anderson Ray Anderson Professor Steve Young James Collier Andy Hopper Hermann Hauser Lawrence Garrett Hermann Hauser Glenn CollinsonCharles Cotton Andy Hopper Hermann Hauser Hermann Hauser Martin Jackson Michael Ledzion John Paul Auton
S tep he n E ll io t L awre nc e Ga rre ttHermann Hauser
Andy Hopper Andy Hopper Chris Keightley Duncan Stewart Andy Hopper Andy Harter Hermann Hauser Tom Saylor Jonathan Milner John BatesHermann Hauser Tr is tan Richardson Peter W harton Peter W ynn David Cleevely Andy Hopper
James W e at he ra ll P et er W ynn Andy Richards Hermann Hauser Hermann Hauser David Cleevely Hermann Hauser Professor Azim Surani Jonathan Milner
David Baker David Knowles David CleevelyPete Steggles Mark Moore Hermann Hauser Hermann Hauser
Andy Hopper Andy Hopper Jack Lang Ivan Petyaev Paul GoldsmithsCharles Cotton Andy W ard Andy Richards
Sonial Shah Ray Anderson Hermann Hauser Hermann Hauser Tim Haynes Hermann Hauser
Martin W ilson David Cleevely Heather FairheadDuncan Barclay Ronjon Nag Hermann Hauser
Stephen Furber Shane Flint Mike Pepper Hermann Hauser Movement of people Hermann Hauser Don Arnone Ray AndersonInvestee companies through VC firm Hermann Hauser The people highlighted who are associ ated with University of Cambridge Shankar Balasubramanian(former/current researchers, faculty, staff or students) Mark Bernstein David Klenerman Tony Quested
Hermann Hauser Tim Rink Kate QuestedMark Carthy Hermann Hauser
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Copyright Y.M.Myint - y.myint@jims.cam.ac.uk ,
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Cambridge: Funding
Fund Fund(s) size Investment range URL
From To
3i 7bn (Globally) 1m 50m www.3i.com
A madeus Capital Partners 288m 1m 20m www.amadeuscapital.com
A vlar BioVentures 64m 25k 4.3m www.avlar.com
Cambridge Gateway Fund 35m 1m 5m www.cambridgegateway.com
Create Partners (East of EnglandRegional Venture Capital Fund)
20m 100k 2m www.createpartners.com
East of England Co-InvestmentFund 3.6m 25k 250k
www.nwbrown.co.uk/seed_funding/east_of_england .asp
ET Capital 13m 20k 750k www.etcapital.com
GEIF Ventures 5m - 100k (400k) www.geifventures.co.uk
IQ Capital 25m - 750k www.nwbrown.co.uk
Prelude Ventures 49m 10k 5m www.prelude-technology.co.uk
TTP Venture Managers 35m - 3m www.ttpventures.com
University Challenge Fund(UCF) [1] 4m 10k 250k www.challengefund.cam.ac.uk
7 90m
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Cambridge (and everywhere!): Funding
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T he Entrepreneurship Agenda
Advancing Entrepreneurial Success
Build awareness in thegeneral public about thebenefit of entrepreneurship tosociety.Expose children, youth,college students, andadults to the opportunity
and rewards of entrepreneurship.
Educate the nextgeneration of entrepreneurs who willstart, grow and sustaininnovative enterprises.
Close performancegap for women andminorities.
Focus on science andengineeringinnovations.
Encourage people to giveback to their communities.
Advance theunderstanding of entrepreneurship.Encourage a supportivepolicy environment.Improve the availabilityand quality of serviceproviders.
Provide access to capital.Increase movement of innovation to themarketplace.
Awareness Capacity Infrastructure
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Innovation Ecosystem
O pen Collaborations
Faculty-Firm- N ot for Profit Consulting/Sponsored Research
Increase entrepreneurship capabilityof research faculty
change university policy/practicedevelop new multi-university model(s)implement transaction tools
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T he outgoing transaction side of the dynamic drives theincoming side and vice versa
Common management and a consolidated organization fosterscooperation, coordination
A given interaction is not at the expense of another
CO MPA N IES
O utgoing:Inventions,materials,expertise,collaboration
Incoming:Funding,
materials,collaboration
P U LL
UN IVERSI T Y
P U SH
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Partnership for Growth Goals
Create Collaborative Capital Generation of Global Interest
O pportunities for innovationIncreased number of start-up and growthbusinessesNational Vibrancy=Sustainable Growth
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Aligning the Ecosystem
Key Success FactorsWhat specific tasks have
to get done to implementthe strategy?
H uman ResourcesDo people have the
necessary competencies?Are they motivated?
Formal OrganizationStructure? Controls?Rewards? Careers?
CultureWhat are the norms,
values, attitudes, andbehaviors needed?
Strategy What business are we in?How will be compete?Whats our vision?
Executive LeadershipBehaviorInformationSymbolic action
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Execution Is the Key
I could leave or strategic plan on a plane and itwouldnt make any difference. No one could
execute it. Our success has nothing to do with
planning. It has to do with execution.D ick KovacevichCEO Wells Fargo
Competitive advantage comes not from strategy but fromexecution and execution depends on people.
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C onclusion
Creating a productive entrepreneurialecosystem will enable start-ups to achieve
sustainable growth, thus creating
knowledge & jobs for the region.
Questions & Comments PLEASE!
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