INNOVATION, UNIVERSITY & ENGINEERING · 2.0.-Triple Helix + Demand University Government Industry Tax & Law Organization ... Internal External Fit Aligns with Core Internal Development

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


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


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


1.5.- Valuation in Steps

II III IVI

Time

ConceptDefined

EarlyValidation

MarketTraction

ScaleValidated

PredictableScale


1.6.- High Growth Industry

Time

CashFlow

II III IVI

P

MT

P

MT

Visioning the Future into the Present

P

MT

P

MT


1.7.- The Path to Grow

ConceptDefined

EarlyValidation

MarketTraction

ScaleValidated

PredictableScale

II III IVI

Time

Seed

Series A

Series B

Series “n”

IPOM&A


1.8.- High Growth Industry

Source: Jerry Engel – Steve Blank 2015

2.- ECOSYSTEMS OF INNOVATION


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



1. MOBILITY

2. ENTREPRENEURIAL PROCESS

3. BORN GLOBAL COMPANIES

4. ALIGNMENT OF INCENTIVES

(Rules of the game)

KEY MECHANISM

People

MoneyTech



1. MOBILITY




- 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



1. MOBILITY




(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



1. MOBILITY




(Rules of the game)

“companies that give consideration tointernational resources and markets

from the beginning” (Knight, Oviatt, McDougall)

GLOBAL PERSPECTIVE FROM THE START



1. MOBILITY




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


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


2.3.- Super Clusters of Innovation

MOBILITY OF RESOURCESCapitalPeopleTechnology


3.- ROADMAP


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


Territorial Growth

Exporting the Model


3.4.- Launching


Key Role:


Key Role:


Key Role:



Key Role:



networks

Management of

the Talent



Management of

Businesses


Entities


and


Growth Models




Institutions:




Technology Centers


services

Clusterization

Certification


Super Clusters

Megaregions


and Innovation

Urbanism,

Infrastruct. and

Construction

Planning Utilities

Consulting


Investors


Territorial Growth

Exporting the Model


3.5.- Growth


Key Role:


Key Role:


Key Role:



Key Role:



networks

Management of

the Talent



Management of

Businesses


Entities


and


Growth Models




Institutions:




Technology Centers


services

Clusterization

Certification


Super Clusters

Megaregions


and Innovation

Urbanism,

Infrastruct. and

Construction

Planning Utilities

Consulting


Investors


Territorial Growth

Exporting the Model


3.6.- Maturity


Key Role:


Key Role:


Key Role:



Key Role:



networks

Management of

the Talent



Management of

Businesses


Entities


and


Growth Models




Institutions:




Technology Centers


services

Clusterization

Certification


Super Clusters

Megaregions


and Innovation

Urbanism,

Infrastruct. and

Construction

Planning Utilities

Consulting


Investors


Territorial Growth

Exporting the Model


4.- CASES


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


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


1

5.2.- BUSINESS IDEA CONTEST

ENTREPRENEURS

BUSINESSIDEA

CONTEST

LA SALLETECHNOVAMODEL

2

5.3.- PREACCELERATOR

PREACCELERATOR


3

5.4.- INCUBATION - AFILIATION

AFILIATION

INCUBATION


4

5.5.- ALUMNI

ALUMNI

LA SALLETECHNOVAMODEL

5

5.6.- MENTORING

MENTORING


6

5.7.- INVESTORS NETWORK

INVESTORSNETWORK


7

PUBLIC

FUNDING

PRIVATE FUNDING

5.8.- BUSINESS ANGELS SCHOOL



8

5.9.- MARKET

MARKET


9

5.10.- EVENT - INTERNATIONALIZATION

INTERNATIONAL

EVENTS


10

5.!.- LA SALLE TECHNOVA TOOLKIT

EDUCAT ION

ENTREPRENEURS

BUSINESIDEA

CONTEST

PREACCELERATOR

AFILIATION

INCUBATION

MENTORING

ALUMNI


INVESTORSNETWORK

MARKET

INTERNATIONAL

EVENTS

15 YEARS

250 Start Ups

300 Projects/Year

6.- CONCLUSIONS


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]

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INNOVATION, UNIVERSITY & ENGINEERING · 2.0.-Triple Helix + Demand University Government Industry Tax & Law Organization ... Internal External Fit Aligns with Core Internal Development