Keynote Wim De Waele- Digital Hubs X.0

1. 11
Proud partners
Digital Hubs X.O
Wim De Waele

2. 2
Master in Economic
Sciences
&
Master in Computer
Sciences
Researcher in
Artificial Intelligence
at university and
Siemens Corporation
Analyst and
Consulting Manager
at Numetrix, an
intelligent planning
and scheduling
company
Sales Manager at
TFP, a Belgian
university spin-off
Senior Vice
President i2
Technologies, SCM
company
Co-Founder B-hive
Fintech Ecosystem
CTO of Real
Software, a software
solutions provider
Founder and CEO of
iMinds research
organization and
start-up incubator.
General Manager of
The Beacon,
Ai and IoT cluster
Board member and
investor in several
start-ups.
1980 1990 2000 2010 2020
My Digital History

3. 3
The Digital Economy

4. 4
Digital is not an industry sector

5. 5
The hip side

6. 6
The flip side

7. 7
Innovation in the Digital Economy: the S-
curve
Where
everybody
wants to be
Time
Performance
Start-ups and
Scale-ups
Corporates and other
mature organisations

8. 8
Clusters and innovation

9. 9
The case of The Beacon
The mission of the Beacon is to create value in smart industry and cities,
smart logistics and mobility by building an ecosystem focused on
innovative technologies, services and products in the domain of the
Internet of Things and Artificial Intelligence.

10. 10
Everybody implements a
Quadruple Helix Approach
But what really makes the difference?
Lantis
University of
Antwerp
NxtPort
+Corporates
IMEC Research
Start-ups
Technology
start-ups and
scale-ups,
Corporates
Research:
University of
Antwerp and
IMEC
Government:
the city,
Lantis, the
Port Authority
and NxtPort
Citizens
Lantis
Scale-ups
Be-Code
Living Lab
Public
Public
Scale-ups
Lantis

11. 11
Digital Clusters X.0: key success factors
Mobility of resources
• resources flow freely between different actors (research, large and small companies)
• employment cycles are short
Entrepreneurial process
• knowledge about new firm creation is present (incubators, IP management, venture capital)
• serial entrepreneurship encouraged
Born-Global companies
• companies give consideration to international markets from the beginning
• international resources are attracted
Alignment of Incentives
• all players accept the rule of the game which consists of creating win-win collaborations
• shared ownership of success and risk and failure acceptance

12. 12
Mobility of resources: the case of Zhong Yuan Xu and
Jan Hollez

13. 13
The entrepreneurial process
Priv
Corporations
Potential
acquirers
Entrepreneurs
Investors
Management
Professionals
Research
Government
Private and Public
capital
Private Equity
and stock
markets

14. 14
Born-Global Companies: the case of Antwerp
Scale-able
products
Large
markets
Global
financing

15. 1515
Internet of Things

16. 16
ARTIFIArtificial Intelligence

17. 171717
THE PORT as a launchpad
for smart logistics and
industry

18. 1818
THE CITY AS A
LAUNCHPAD FOR SMART
CITIES AND MOBILITY

19. 19
Alignment of incentives: the challenge for corporates and other
incumbents
Internal
Development
Acquisition
New
Business
Investment
or
Partnership
Internal External
Core
Non-Core
Where
everybody
wants to
be
Time
Performance
Start-ups and
Scale-ups
Corporates and
other mature
organisations

20. 2020
ALIGNMENT OF
INCENTIVES
Corporate
Scale-Up
Startup
Proud partners

21. 21
Global financing: investor match-making

22. 22
Key Innovation Platforms
smart port
& logistics
smart
buildings
smart safety
& security
smart
citizen
smart
mobility

23. 23
COMMUNITY
BENEFITS
INSIGHTS
BUSINESS
GROWTH
EXPOSURE
COMMERCIAL
BENEFITS
INFLUENCE
INTERNATIONAL
LEVERAGE

24. 24
Digital
Hubs X.0 :
bringing it
all together Port
Lantis
Corporates
IMEC Research
Start-ups
Technology
start-ups and
scale-ups,
Corporates
Research:
University of
Antwerp and
IMEC
Government:
the city,
Lantis, the
Port Authority
and NxtPort
Citizens
Lantis
Scale-ups
Be-Code
Living Lab
Public
Public
Lantis
University of
Antwerp
NxtPort
+Corporates
IMEC Research
Start-ups
Lantis
Scale-ups
Scale-ups
Lantis

25. 25
Key take-aways
 Digital eats everything, forget about sector boundaries
 Think value-chain and global differentiation
 Real impact can only be achieved if key success
criteria are met
 Mobility of resources, in particular talent
 Entrepreneurial process and culture
 Born-Global companies: product, market, finance
 Alignment of incentives in the context of disruption

26. 26
Website
www.thebeacon.eu