Presentation to Virginia Beach Vision, 1 27-14

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Innovation ecosystems, startups, and such ...

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  • Sandra will go into more detail on this later!
  • Presentation to Virginia Beach Vision, 1 27-14

    1. 1. …Innovation Ecosystems … … and Entrepreneurship
    2. 2. … there’s a complementary “ecosystem” outside the garage In a healthy ecosystem, every participating species benefits from the presence of every other participating species.
    3. 3. A first step to stimulating entrepreneurship is mapping and measuring the existing entrepreneurial ecosystem.
    4. 4. There are no silver bullets. There are no magic beans …
    5. 5. Kaufmann Foundation: “… it is clear that new and young companies, and the entrepreneurs that create them, are the engines of job creation and eventual economic recovery.“ “… 1980-2005, nearly all net job creation in the United States occurred in firms less than five years old.” Kaufmann makes a clear case that it is a firm’s age, not its size, that is the driver of job creation – this has many implications, particularly for policymakers who are focusing on small business as the answer to a dire employment situation.
    6. 6. • Failure is an Integral Part of the Search for the Business Model • No Business Plan Survives First Contact with Customers • Preserve Cash While Searching for a Repeatable Business Model. After It’s Found, Spend … • Startups Demand Comfort with Chaos and Uncertainty Per Steve Blank, et al
    7. 7. There are six distinct types of “New Venture”: 1. 2. 3. 4. 5. 6. Small business Lifestyle business Scalable startup Buyable startup Social entrepreneur Large company Per Steve Blank, et al
    8. 8. 1. Small Business Startups: Work to Feed the Family. Examples: Restaurants, Clothing stores, coffee shops, Cleaning Services, Contractors, Taxi Cabs, Consultants 2. Lifestyle Startups: Work to Live their Passion. Examples: Professional Photographers, Healthclubs, Surf Shops, Ski Instructors, Golf Pros
    9. 9. 3. Scalable Startups: Born to Be Big: Examples: Google, Facebook, Skype, Apple, Ford, Boeing, Мобильные Телесистемы, SoftServe, etc. 4. Buyable Startups: Born to Flip: Examples: Tumblr (acquired by Yahoo), Instagram (acquired by Facebook), Groupon (should have taken the offer from Google!), Snapchat???
    10. 10. 5. Social Startups: Driven to Make a Difference: Examples: Tom’s (shoes), Ethos (water), Husk Power Systems (electricity generation) 6. Large Company Startups: Innovate or Evaporate: Examples: Boeing (satellites, rockets), Ford Motor Company (Ford credit), Apple Computer (iPod, iPhone, iPad), Hewlett Packard (printers), Research In Motion (?)
    11. 11. 1. Access to talent & technologies 2. Access to professional advice, counsel, mentoring, services 3. Access to stage-appropriate capital 4. Access to networks of people & institutions to help them gain access to the above …
    12. 12.  Idea generators, which can be company, university, and federal research center staff as well as individuals and small teams working outside of any formal organization;  Entrepreneurs turning ideas into new ventures that, first, explore the market to determine specific customer needs and preferences and, eventually, turn a repeatable business model into a growing enterprise;  Experienced management that understands growth and expansion and can help new ventures “scale up” in a professional and measured way;  Mentors who have experience working with new and growing ventures and are willing to pass it on in exchange for little compensation other than the satisfaction of knowing they helped a new venture succeed;  Risk- and stage-appropriate funding sources that cover the range of small, to midsize, to larger capital needs and explicitly address the different TYPES of capital (e.g., equity versus debt) needed by new ventures seeking to exercise uncertain markets;  Customers, especially mature local companies that agree to serve as “early adopters” for local ventures experimenting with new products or services;  Suppliers willing to work with new ventures testing uncertain business models; and  Commercial Partners, willing to offer expertise, facilities, and (usually) non-cash resources that can enable a new venture to test products or services in exchange for an opportunity to participate in the growth of the new market.
    13. 13.  “…business incubators nurture the development of entrepreneurial companies, helping them survive and grow during the start-up period, when they are most vulnerable. These programs provide their client companies with business support services and resources tailored to young firms. The most common goals of incubation programs are creating jobs in a community, enhancing a community’s entrepreneurial climate, retaining businesses in a community, building or accelerating growth in a local industry, and diversifying local economies” (National Business Incubation Association, NBIA).  Focus on companies that have early-stage products and services almost ready for the market and need office space and professional services to help stabilize and structure the venture so it can grow.  Work with their client companies for several years as they achieve measurable technical and market penetration milestones,  “Graduate” clients into the region’s economy to fend for themselves.  Often (but not always) government-funded, generally take no equity in their client companies  Focus on technology and business models that require time to mature.
    14. 14. Accelerators:  Offer very short (90 days) and intense (open all night and on weekends!) programs to help new ventures make significant progress as quickly as possible.  Focus on companies that are in search of a repeatable business model (i.e., they are still experimenting with their products and services and exploring their customer’s specific needs and desires)  Often (but not always) more appropriate for ventures built on software with internet-based business models and distribution channels.  Accelerator companies are usually characterized by small founder teams, in need of relatively small amounts of initial funding, strong mentoring, and intense hands-on training.  Often (but not always) privately funded and take equity in their client companies.
    15. 15. Co-Working spaces are a relatively new, but important and growing phenomenon  Many prospective entrepreneurs begin as solo freelancers or consultants and only later do a startup.  Co-working spaces are often the feeder for accelerators and incubators. “a gathering point for independent contractors and freelancers who want to eliminate the isolation of working from home or wish to collaborate with other freelancers.” (NBIA).  Charge a daily or monthly fee in exchange for a (usually communal!) place to work, use of a conference room, and limited office equipment.  Often work closely with local governments and the private sector to identify mentors and “entrepreneurs-in-residence” to spend a few days each month at the space offering advice and counseling to whoever happens to need it.  Can be implemented for very little money … many are opening in high-foot-traffic urban areas specifically to show activity, generate a “coolness” that attracts entrepreneurs, and to help create a community of like-minded individuals.  NOT the same as high-end “Executive Suites” offered by companies like Regus, OSS, and others. … mid-range or very “bare-bones,” more akin to coffeshops and libraries than office towers.
    16. 16.  Incubators, accelerators, and co-working spaces operate in different ways and serve different aspects of the entrepreneurial ecosystem.  All three can make important contributions, in conjunction with City Economic Development and related organizations, because they: 1. 2. 3. 4. offer a place for current and future entrepreneurs to meet and form relationships that will help them in later incarnations; serve as a means for support organizations to provide services to current and future entrepreneurs; allow funding sources to meet and form relationships with highperforming ventures that may ultimately become viable investment opportunities; and serve as the physical and social hub for both formal and informal events and related personal interactions that are vital to the evolution of a disconnected and disjoined set of programs into a more coherent and effective ecosystem.
    17. 17. We start with a 14 Step process that serves as a handy framework for a region's progress in building its ecosystem: ● How far has the region progressed in that 14-step process? An ecosystem also reflects the “willingness and readiness” of the culture to support entrepreneurs ● How ready is the region to take some risks, celebrate some failures, use some political capital? Finally we want to know what specific programs and resources are available to entrepreneurs and “spinout” ventures ● Are resources & programs available and of high quality?
    18. 18. The tools identifies regional strengths and weaknesses! Ex: This assessment (of a city in Ukraine) shows good infrastructure and willingness to seek & copy good ideas ... Lots of great technology
    19. 19.  It requires a culture of idea generation, experimentation, success and failure.  Cities and their private sectors stakeholders can help by creating “safe places,” networks, and programs for local entrepreneurs to:     Generate ideas Learn & share knowledge Recruit mentors, experts and capital, and Experiment with their products, services and technologies.  Most of them will fail the first time, many will continue to experiment and create new start-ups, and eventually, the region will begin to see a successful start-up culture develop.
    20. 20.  Focused on entrepreneurship as a set of skills that can be applied across professions, markets, and technologies.  Investing in both in formal and informal programs:  Formal programs include funded incubators, accelerators, co-working spaces, mentoring programs, “Entrepreneur in Residence,” business plan contests, venture funds, etc.  Informal programs include entrepreneurship clubs, expanded networking events, “Startup meetups,” speaker series, on-going “celebration” of entrepreneurship successes.
    21. 21. In an Innovative, “Non-Zero-Sum” Culture:  People share a faith in the culture of innovation and entrepreneurship.  Everyone is open to meeting anyone in this community.  Everyone understands that, as part of the community, they will often receive valuable help from others for free or at a very low cost.  They agree to “pay forward” whatever positive benefits they receive.  They give trust to others before expecting to receive trust in return.  They treat everyone fairly. We will take advantage of no one.  They bring people together, as none of them are as smart as all of them...  They understand that mistakes and failure are acceptable ways of testing new ideas.  They learn from others, and help nurture learning in others.  Each person is a role model for everyone else.
    22. 22. Market Share  Market Creation “Coopetition”  Collaboration Low-uncertainty  High-uncertainty Eliminate Risk  Manage Risk Specialization  Teamwork Execution  Experimentation
    23. 23. Predict and Repeat  Learn and Adapt Business Planning  Business Modeling Never Fail  Fail quickly and cheaply Invention  Innovation
    24. 24. It’s about the ecosystem … Small experimental steps in all directions is better than one big step … New beats small or large every time Culture Trumps Strategy Create and maintain a sense of urgency

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