The document describes the innovation ecosystem that has developed around the University of Cambridge in the United Kingdom. It discusses how Cambridge has become a global leader in areas like scientific research, high-tech industry, and entrepreneurship due to factors such as its long history of academic excellence, partnerships between universities and businesses, support for technology transfer and commercialization, access to venture capital and incubation spaces, and large numbers of international companies engaging in open innovation. The dense networks and infrastructure that have been built up over centuries have created a highly conducive environment for innovation.

1. IniciativaInternacional Cambridge-CONACYT: Academia, transferencia de tecnología y capital humanotecnoemprendedor 7 Enero 2010 2º Foro de Innovación para la Competitividad en México: Transformando la economía mexicana en una economía de innovación y conocimiento. Dr Jose Bernardo Rosas Fernandez William Gates Building 15 JJ ThomsonAvenue University of Cambridge jbr28@cam.ac.uk

2. Technopole Map Consultants (technology) Network Organisations Inside and outside the University Businesses as employers Conferences each year Venture capital Business Angels Events All year round Incubation Centres Multidisciplinary research Science Parks CIKC Government funded Support agencies Policy making in local government Cambridge Enterprise CfEL IfM Academic Departments University Departments

4. Consists of 31 colleges

5. 800 years of academic excellence

6. Newton, Darwin, Rutherford, Bragg, Bohr, Whittle (jet engine), Watson and Crick (DNA)……all Cambridge academics

8. Emergence of a technopole http://www.ifm.eng.cam.ac.uk/ctm/teg/documents/CambridgeTechnopole2008_000.pdf

9. Soft infrastructure Legal and regulatory of the University Intellectual Prop. policy Human Resources policy Tech transfer; consulting contracts; Contracts with companies; licencing Education and training Student societies Networks MIT-Camb Institute Cambridgenetwork Business Angel groups

10. Lakshmi Saraswati Reconcile values At ease with differences and similarities Academic excellence is at the heart... Managed through being open and transparent Benefits of networks - Relational and structural social capital Trust, friendships Wanting to be part of this “club” Role model effects All through time and cultures – the pursuit of intellect has been held separately from the pursuit of wealth

11. Hard infrastructure Grants – proof of concept funding Access to venture capital Incubation spaces Science parks and industrial spaces

12. Build an ecosystem Trust and openness Feel good, positive, open minds Easier to learn Risk tolerance – defining this – push your boundaries Skills, behaviours, emotions Networks

14. Relying solely on internal resources for new product development can be a recipe for disaster

15. Philips, Intel, Xerox have pioneered a new Open Innovation approach based on inflows and outflows of knowledge to and from external organisations. This is becoming widespread

16. The level of scientific and technical know-how floating around Cambridge has attracted large corporations from all over the world

17. Several corporate R&D centres have been created

19. Wide ranging:

20. Electronics

21. Medical

22. Pharmaceutical, Biotech

23. Computer software and hardwareSource: Library House, 2006

24. 12 Other diversification Ecosystem Spun-out Invested Professor Andy Hopper Owned & Funded Sponsor Spun-out Part funded ORL / ATT Half funded Spun-out Bought & Funded Sold Descendants Cantego

25. RealVNC Virtual Network Computing Merged with Globespan Andy Hopper Steve Pope Andy Hopper Peter Warton Level5Network Andy Hopper Ubisense Cambridge Broadband Andy Hopper Andy Ward Pete Steggles Andy Hopper Acquired by Western Multiplex Corp IPV (Telemedia Systems) Hermann Hauser Andy Hopper Acquired by American Microwave Acquired by AT &T Virata(ATML) Adaptive Broadband Simon Elliott David Cleevely Hermann Hauser TerraPrise Amadeus Capital Partners VBN online Olivetti Research Lab Hermann Hauser Mike Muller Tudor Brown Jamie Urquhart nCipher Tensails Alex van Someren Nicko van Someren Richard Green Splashpower Andy Hopper Acquired by Broadcom Acquired by GE ARM Lily Chang James Hay ANT Element 14 Icera Acquired by Olivetti Alex van Someren Nicko van Someren Small World Richard Green Authur Chance Dick Newell Stan Boland Simon Knowles Stan Boland Simon Knowles Part of DAKO Diagnostics Cambridge Interactive Systems DakoCytomation - Merged with Cytomation Inc John Snyder Dick Newell, Tom Sancha Acorn Webtop Shape Data Hermann Hauser, Chris Keightley Charles Lang Hermann Hauser IQ Bio Peter Duffett-Smith Netchannel Smartlogik Acquired by Dialog CAD Acquired by NTL CPS Hermann Hauser Jack Lang Hermann Hauser Jack Lang Cambridge University Top express Electronic Share Information Jack Lang Acquired by E* Trade CDT Analysys Muscat Laser-Scan John Snyder Martin Porter R. O. Frisch Richard Friend David Cleevely Enterprise Accelerator Until 1985 John Snyder 1986-1990 Richard Friend Cambridge Semiconductor Adam Twiss David Reeves Plastic Logic Zeus Technology Gehan Amaratunga Florin Udrea Pilgrim Beart David Cleevely Hermann Hauser Alec Broers 1991-1995 Cambridge Network ART ActiveRF Daniel Hall Collin Ager Garraint Davies Antenova Saviso Group Innovia Cambridge 3G Polight Technologies Pilgrim Beart Adam Twiss Bryan Amesbury 1996-2000 David Cleevely Stephen Elliott Pavel Krecmer M-Spatial Adrian Cuthbert Jon Billing 2001-2002

27. GBP 125 M invested in 2005  GBP 1M of value generated in the last 18 month for shareholders and management teams through floatations, mergers and acquisitions (source: Library House)

28. Cambridge + Oxford + Thames Valley = 50% of 2006 VC investment in the UK = 18% of total 2006 VC investment in EU (Euro4.1bn)

30. Cambridge Enterprise Group With Existing Companies With New Companies Income Distribution

31. The University of Cambridge Discovery FundSupporting the 800th Anniversary Campaign – Our Freedom to Discover

32. Value to the Stakeholders In addition to delivering on mission there are... knowledge and technology transfer transaction related financial returns

33. RESPONSIVE MODE RESEARCH LINK/DTI CHALLENGE PROJECTS IKC – allows EPSRC funding to extend towards exploitation CIKC Strategic Proposition (re: public funded academic research) Targeted Research Pre-prototype Development Fundamental Research Market Success Pilot Manufacturing Top-level Road-mapping Transfer to Full Production Competitive Analysis Value Chain Analysis Partnering/ Business Derisking

34. En mayo 2010 Programa TrisStart

35. Actividades en la semana

36. Technopole Map of Greater Cambridge Consultants (technology) Network Organisations Inside and outside the University Businesses as employers MUCHAS GRACIAS Preguntas, discusiones, etc.. Son bienvenidas Conferences each year Venture capital Business Angels Events All year round Incubation Centres Multidisciplinary research Science Parks CIKC Government funded Support agencies Policy making in local government Cambridge Enterprise CfEL IfM Academic Departments University Departments