2. ...then how is it that some regions dominate the innovation landscape? If we agree that Science and Technology are the bedrock of innovation…
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4. One Region’s Story 1955 - General Atomics 1956 - Scripps Clinic & Research Center 1960 - UCSD Founded 1963 - Salk Institute 1968 - Linkabit 1978 – Hybritech 1985 – UCSD CONNECT and Qualcomm Founded 1990-93 – 63,000 Jobs Lost 1995 – New Boom 1960 1970 1980 1990 2000 Series of Catalytic Events VC Funding
5. “ The great enemy of truth is very often not the lie … but the myth.” John Fitzgerald Kennedy
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8. Engineering School Computer Center Venture Capitalist Intellectual Property Lawyer Angel Investor M&A Expertise Corporate Investor Human Resources Specialized Biotech Training Medical School Entrepreneurial Training Accounting Business Plan Expertise Real Estate Public Relations Biotech Facilities Small Business Think-Tank Big Pharma Collaborations Research Institute Foreign Investors Cancer Research Institute Presentation Skills Access to university researchers Dept. of Defense Government Relations Getting Gov’t. Grants Biotech Incubator Wireless Research Center Software Development Consulting
11. “ It is not the strongest of the species that survives, nor the most intelligent … … but the one most responsive to change.” - Charles Darwin
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18. Scripps Institution of Oceanography Salk Institute UCSD Campus Scripps Research Institute Burnham Institute Sidney Kimmel Cancer Center Neurosciences Institute La Jolla Bioengineering Institute La Jolla Institute for Molecular Medicine Human Biomolecular Research Institute Gene Research Institute Genomics Institute of Novartis Foundation Stein Clinical Research Facility Hubbs-Sea World Research Institute Juvenile Diabetes Foundation International Torrey Pines Institute for Molecular Studies Moores Cancer Center Center for Molecular Medicine UCSD School of Medicine UCSD School of Pharmacy San Diego Supercomputer Center La Jolla Institute for Allergy & Immunology San Diego BioResearch Centers Scripps Institution of Oceanography Salk Institute UCSD Campus Scripps Research Institute Burnham Institute Sidney Kimmel Cancer Center Neurosciences Institute La Jolla Bioengineering Institute La Jolla Institute for Molecular Medicine Human Biomolecular Research Institute Gene Research Institute Genomics Institute of Novartis Foundation Stein Clinical Research Facility Hubbs-Sea World Research Institute Juvenile Diabetes Foundation International Torrey Pines Institute for Molecular Studies Moores Cancer Center Center for Molecular Medicine UCSD School of Medicine UCSD School of Pharmacy San Diego Supercomputer Center La Jolla Institute for Allergy & Immunology San Diego BioResearch Centers
19. La Jolla Mesa Zip Codes SD Total Research Base: 38,934 4 Miles 28,867 researchers work within 4 mile radius
38. “ While we associate economic growth with technological development, organizational innovation has played an equal, if not more important role since the beginning of the industrial revolution.” Economic historians Douglass North and Robert Thomas (P47 of “Trust”)
39. Greg Horowitt Co-Founder & Director Global CONNECT [email_address] www.connect.org www.globalconnect.org Thank you
Hinweis der Redaktion
Science and Technology are the bedrock of innovation. But in order for this to provide social and economic impact, it must be translated and transformed into useful products and services. These new technologies become integrated into existing businesses (both old-world industry as well as new), as well as becoming highly disruptive new companies. The problem is that innovation is idiosyncratic and random, and putting processes into place that are linear and inflexible, will provide little long term sustainable value. We also find that definitions matter, and the fact that we may use similar words, those words are often interpreted differently, depending on the context of the individual (researcher, investor, industry representative, business person, or public official). Misunderstandings create frustration and can lead to roadblocks, costing valuable time, and possibly eliminating several potentially valuable opportunities. In addition, there is usually a ‘knee jerk’ reaction that capital is the bottleneck. We usually find this not to be the case, since capital is most often opportunistic. It will follow good opportunity. But having a company and having a business are two different things. Investors want to invest in businesses….which actually means they want to invest in people who can make those businesses successful. So, in the case of which comes first, the chicken or the egg…it is the nest. The ‘environment’ is crucial, and behavior drives all action, which drives outcomes. Platforms and mechanisms of action are merely the conduits for these actions, but first the culture for collaboration needs to be encouraged, and then rewarded. At the end of the day, it comes down to people executing on ideas. We view innovation as something that has measurable social and /or economic impact. Otherwise it is merely inventive or creative. For that reason, we say that commercialization is a body contact sport. Using this analogy helps us to visualize that it can be rough and at times aggressive, and those that often emerge at the top, are those that are in it to ‘win’.
Unemployment Rate from >10% to <4% An economy based upon tourism, real estate, and defense
1. Research capabilities and capacity: clusters form around a critical mass of top tier science and technology 2. Regional Infrastructure: both physical and ‘soft’. Everything from buildings and roads, to educational programs and workforce development initiatives. Including what Richard Florida calls ‘amenities of place’ 3. Significant private sector engagement. Innovative science based companies require multiple stakeholders who are actively involved in their path from lab to market. This includes people with domain knowledge, as well as market, business, finance, management, and other skills that will allow these companies to grow and sustain themselves. Is the private sector engaged, or do they wait for government to lead? Are they collaborative, or do they protect themselves by being secretive? It is also important that industry is engaged early in the process, pre-transaction. This market input assures these opportunities show proof of relevance, and not just proof of concept. 4. Multiple continuous collaborations and alliances: self explanatory 5. Leaders and champions: not the usual suspects. Many of these people are not household names, but posess the energy, desire, and vision for what needs to be accomplished. Who are the integrative thinkers who have influence and impact?. We have observed that often, the most effective of these have lived or worked in places where the culture was evolved with respect to research and business collaboration /commercialization. As Darwin said, it is not the strongest of the species, nor the most intelligent, but the most responsive to change. This is the key. Do not build your ecosystems for perfection, but rather, for iteration and evolution. Successful communities have a continuum of capital that serves the needs of start ups and early stage research. It is important that this diverse set of financial resources work in harmony with one another. In addition, other forms of investment, including time and the sharing of personal / professional connections, as well as pro bono services of services and tangible assets be available. Finally, in order to keep these ecosystems healthy, they need talent. Not only management and leadership, but the workers who are the fuel to the engine of innovation and commerce. In that respect, a region that possesses an integrated workforce development strategy and proactive ways of constantly transferring knowledge to the workers in the field, will be the most sustainable. People are truly the ultimate technology transfer. It is also important that regions find ways to celebrate their successes in a way that is visible. This helps spur on the next generation of entrepreneurs and innovators.
Of course, the thought on many peoples’ minds is how do you build such systems in regions with different assets, values, and motivations? How do you incentivize people to behave in a way that furthers the goals of their community and create benefits and impact that can be measured both economically and socially?
Public-private partnership / matched funding model Shared risk Co creation Shared sense of ‘ownership’ of outcomes Group is engaged in meaningful tasks that best leverage their capabilities No one group dominates Identify mutual benefits Identification of new sources of funding Crowd sourcing
