A presentation on the Uppsala biotech cluster and its cluster organization - Uppsala BIO. In this presentation, Uppsala BIO is seen as an agent of change in terms of its strategy and efforts to improve the competitiveness of the Uppsala biotech cluster.

1. Energizing Change through Network Leadership ----- Uppsala BIO – The Life Science Initiative Dr. Robin Teigland Stockholm School of Economics, CiND [email_address] www.knowledgenetworking.org

7. Looking at the Uppsala Biotech Cluster as a network of interacting actors Government is quite distant from all commercial actors Government Academic/research Biotech companies Service companies Finance companies Institutes for collaboration 2004 survey

8. Building bridges between the different worlds “ I have been to several meetings organized by Uppsala BIO, but as a university professor, I feel really out of place among all those young businessmen in suits. As a natural scientist, who am I supposed to speak with?” Survey 2006 respondent comment

9. What is Uppsala BIO really working to achieve? Consulting Company Licensing Research Trade sale Start-up Commercialization path Changes in attitudes and behaviors – “ Weaving competitiveness into everyday life” Collaboration between academia and industry for competitive commercialization

10. Adapted from Kotter 1996 2. Build a powerful guiding coalition 1. Establish a sense of urgency 3. Create and communicate a compelling vision 8. Consolidate improvements and produce more change 4. Develop an effective activity plan 5. Choose a change specialist as a project leader 6. Ensure commitment and empower others 7. Plan for and create short-term wins Uppsala BIO: An agent of change? Eight steps to successful change (from Business Administration)

11. 1. Establish a sense of urgency Forces for change Forces for stability The status quo Kotter 1996, Burnes 2004 “ Well over 50% of organizations fail in this phase.”

13. Challenge: Individuals experience sense of urgency at different levels Completely disagree Completely agree The Stockholm-Uppsala region is one of the world’s five leading life science regions. Neutral Average 2008 survey

15. County Admin. Swedish Univ. of Agriculture Chamber of Comm. County Council Uppsala Municipality STUNS CEO Vinnova Swedish Univ of Agric Uppsala Municipality Industry Uppsala BIO Steering Committee Visibility Innovation Competence Uppsala BIO-X Uppsala Univ CIND Uppsala University Uppsala BIO Management Uppsala BIO - A complex project organization University Hospital Scientific Advisory Board Uppsala University Coordinating Committee

17. Challenge: Ensure diversity across sectors and organizational size Teigland 2003 Avoid a closed “old boys network”

21. Challenge: Uppsala BIO’s vision appears to be clear, but the business sector is less sure. Strongly disagree Strongly agree Neutral 2006 survey

24. All Uppsala BIO activities are seen as valuable Extremely unvaluable Extremely valuable Neutral 2006 survey

25. Challenge: Relative value of activities varies greatly by sector and by involvement in UB +++ 1st valuable, ++ 2nd valuable, + 3rd valuable, – Least valuable Some columns have several activities with same value ranking due to equal values 2006 survey Academia Industry Government Activity Pers inv Inv org Uninv org Pers inv Inv org Uninv org Pers inv Inv org Uninv org Bio-Pubs – ++ +++ ++ – Uppsala BIO website + +++ – + ++ Uppsala BIO newsletter – ++ +++ + BIO-X projects +++ ++ ++ – UIC programs + ++ +++ +++ ++ – Advice on patent/IP ++ +++ + ++ ++ +++ Career Days – ++ – – – + External visitors’ activities ++ + ++ +++ ++

28. 6. Ensure commitment and empower others to act on the vision Do people have the resources to act? Do people have the appropriate skills to act? Do the structures & systems align with the vision? Adapted from Kotter 1996

32. 7. Plan for and create short-term wins 1. Create obtainable targets 2. Encourage & convince people that targets can be reached 3. Recognize and reward “winners” Communicate the wins Adapted from Kotter 1996

36. 8.Consolidate improvements and produce more change Change Project 1 Change Project 2 Change Project 3 Time Scope of change Adapted from Kotter 1996

38. Creation of greater regional initiative Stockholm-Uppsala Life Science shall promote the development of the life-science sector in the region, and promote the region itself on the international arena to attract new resources and investment. (www.suls.se)

40. Adapted from Kotter 1996 How well does your development initiative fulfill the steps of successful change? 2. Build a powerful guiding coalition 1. Establish a sense of urgency 3. Create and communicate a compelling vision 8. Consolidate improvements and produce more change 4. Develop an effective activity plan 5. Choose a change specialist as a process leader 6. Ensure commitment and empower others 7. Plan for and create short-term wins

41. Leading and learning Leadership and learning are indispensable to each other.” - John F. Kennedy Leadership, teaching, and learning are inextricably interlinked. - Jack Welch

43. Appendix

44. Sweden’s leading life science region

45. Life Science subsectors Source: VINNOVA, 2007 Sweden Uppsala N=4 400 N=36 500

46. Perceptions of competitiveness differ significantly among cluster actors Teigland & Lindqvist 2007

48. Most see Uppsala BIO as a good use of resources while business is less positive Big waste of resources In general, what is your opinion of Uppsala BIO? Average Neutral Excellent use of resources 2006 survey

49. Respondents appear satisfied with the leadership of Uppsala BIO Strongly disagree Strongly agree Neutral The leadership of Uppsala BIO… 2008 survey

50. Strong primary level impact, yet weak secondary level impact Strongly disagree Strongly agree Neutral In general, during the past two years Uppsala BIO has contributed to an increase in ... UB’s primary objectives Secondary effects 2006 survey

52. However, Government rates UB as having more impact than Academia and Business In general, during the past two years Uppsala BIO has contributed to an increase in ... Strongly disagree Strongly agree Neutral 2006 survey

53. Participation in UB activities by respondents involved directly or indirectly through their organization in UB Never heard of Very frequently 2006 survey

54. Participation in UB activities by respondents whose organization is not involved in UB N=60 Never heard of Very frequently 2006 survey

55. Value of UB activities by respondents involved directly or indirectly through their organization in UB N=99 Extremely valuable Extremely unvaluable 2006 survey

56. Value of UB activities by respondents whose organization is not involved in UB Extremely unvaluable Extremely valuable N=49 2006 survey

61. Respondents view insufficient financing and potential company exits as biggest threats What are the biggest threats to Uppsala Biotech Cluster within the next 5 years? (% responses) Total responses = 241 2006 survey