1. INTRO

2. INTRO
In Denmark, new companies account for 9% of the
employment. In the US, new companies account for
25% of the employment
DK
USA
More than 10 years old
1-10 years old
0-1 years old
Source Ibsen og Westergaard-Nielsen (2010): Job creation by Firm in Denmark & Haitiwanger og Miranda (2010): Who Creates Jobs? Small vs. Large vs. Young.
Se FORA (2010): Den danske produktivitetsudfordring.

3. INTRO
ECOSYSTEMS
Benchmark of ecosystems
We have benchmarked regional
ecosystems in IT, Biotech and
Cleantech in the US, Canada and Europe
The benchmarks are based on 4 indicators:
Dealmakers, Venture capital,
Patents, Location coefficient

4. INTRO
ECOSYSTEMS
Ecosystem ratings for USA and Northern Europe
IT & Tele
Source: Own calculations
Biotech

5. INTRO
ECOSYSTEMS
Strong ecosystems emerge when open and innovative
companies - mother companies - are active in the
ecosystem
and
When successful entrepreneurs serial entrepreneurs - remain in the region and
reinvest time and resources

6. INTRO
ECOSYSTEMS
BIOTECH
Danish Biotech Ecosystem
We interviewed key players from the Danish
biotech
International data on employment, venture capital
and university research illustrates the standing of
the Danish biotech cluster

7. INTRO
ECOSYSTEMS
BIOTECH
The biotech cluster in Copenhagen is one of
the biggest in Europe, but far behind the best
clusters in the US
The reason for the relative success was access to
venture capital and experienced
professionals from established companies e.g.
Novo Nordisk

8. INTRO
ECOSYSTEMS
BIOTECH
"In the late 1990s there was relatively easy
access to venture capital. There was a
strong belief in the new technology, and
there was access to public co-financing from
the Growth Fund. In 1998, Zealand Pharma
raised 175 million DKK in seed capital.”
“It can be a challenge to become CEO of a
new biotech company for an employee from
e.g. Novo or Lundbeck if they haven't been
part of the management team which often
both formulate and execute the strategy.”
Eva Steiness, newpharma.dk
Eva Steiness, newpharma.dk
“Many of the leading Danish biotech companies
were established in the period 1998 to 2001
and many of them by talented people from
Novo, who had some great ideas and was
supported by Novo to take the step. Without
any doubts, it has helped to bring the Danish
biotech cluster up among the world's largest
clusters"
Vækstfonden
Christian Motzfeldt, Vækstfonden
New Pharma
Copenhagen Business School
"The culture at large companies play an important role in Danish biotech. It is
important that talented people can join a startup for a while, and still feel they are
welcome back. Established companies may be important facilitators when people
try to break new ground and start their own business"
Mads Øvlisen,Copenhagen Business School

9. INTRO
ECOSYSTEMS
REPORTS
CONCLUSION
Until now it has been a widespread assumption
that strong ecosystems develop
randomly -
depending on
culture, local assets and individuals

10. INTRO
ECOSYSTEMS
REPORTS
CONCLUSION
But
based on our findings, we will argue that this
could happen by intent anywhere
If large established companies are open and
play an active role in the ecosystem
And if successful entrepreneurs stay in the
region and reinvest their time and resources in
the ecosystem

11. INTRO
ECO-SYSTEMS
REPORTS
CONCLUSION
ACTION
CALL FOR ACTION
Who should act?
Established companies
Venture capitalists
Universities
Politicians

12. INTRO
ECO-SYSTEMS
REPORTS
CONCLUSION
ACTION STATEMENTS
Danish Ecosystem Project
Objective Develop the ecosystem in Copenhagen
together with private stakeholders
Approach Working with an American expect,
involving large companies at high level
Outcome Workshop med 10-15 largest Danish
companies, case stories, international CEOs
Take away Be careful with the framing
High level, high quality (public sector a con)

13. INTRO
ECO-SYSTEMS
REPORTS
CONCLUSION
ACTION STATEMENTS
Ecosystems are a new policy area with no size fits
all, but clearly a role for the public sector to facilitate
stake holder dialogue – every ecosystem needs
a different approach, depending on the
relevant stake holders
Ecosystems are dependent on a strong private sector
involvement – in order to be sustainable this
involvement must rest on the companies own
long term competitiveness interest, not CSR

14. Thank You!
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