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Stern - Innovation driven entrepreneurial ecosystems: A new agenda for measurement, policy and action
1. Innovation-Driven Entrepreneurial Ecosystems:
A New Agenda for Measurement, Policy and Action
Scott Stern, MIT, CBS and NBER
OECD Blue Sky III Forum
September, 2016
Lab for
Innovation Policy and Science
2. • Enabling Shared Understanding
Through Meaningful Metrics
• Leveraging Digitization and Big
Data to Develop and Test New
Metrics
• Assessing Innovation-Driven
Entrepreneurial Ecosystems in
Real-Time and at an Arbitrary
Level of Granularity
4. Some Thinkers such as Richard Florida imply
that regions are engaged in a war for talent and
the creative class to be the NEXT Silicon Valley
4 #MITREAP
5. With many “Silicon Xs” strategies being
implemented around the world….
5 #MITREAP
6. “…we don’t want 50
Silicon Valleys; we want 50
different variations of
Silicon Valley, all unique
from each other and all
focusing on different
domains.”
Marc Andreesen, 2014
6 #MITREAP
7. How can we invest in innovation-
driven entrepreneurial
comparative advantage?
#MITREAP6
8. A global program designed to help regions accelerate
economic growth & social progress through innovation-
driven entrepreneurship (IDE) built upon a region’s
unique history, capacity and comparative advantage.
Partner regions form stakeholder teams and commit to a
two-year learning engagement working with MIT faculty
and the broader REAP community through a series of
action-learning activities to assess, build and implement a
custom regional strategy for enhancing IDE ecosystems.
Mens et Manus
28 @MIT_REAP
The MIT Regional Entrepreneurial
Acceleration Program (MIT REAP)?
10. Cluster Based Comparative Advantage
10 @MIT_REAP
System
I-Cap E-Cap
IDE Ecosystem
Economic Impact Social Progress
Foundational Institutions
Cluster Based Comparative Advantage
MIT Framework
11. MIT Framework Strategy
Determine regional comparative advantage & how it
will accelerate IDE creation and growth in region
Accelerators Prizes &
Competitions
Early-stage
Capital
Approaches
Diaspora
Networks &
Immigration Policy
Select Your
REAP
Strategic
Interventions
32 @MIT_REAP
13. Stakeholders are Key for Designing and
Implementing Acceleration Strategies….
• IDE Ecosystem-led growth
is different from traditional
economic development
approaches
• Collaboration across key
stakeholders is crucial for
collective impact and
acceleration at the
ecosystem level
Entrepreneur
Risk Capital
CorporateGovernment
University
Innovation
Ecosystem
Stakeholder
Model
14. Shared Metrics and Evaluation Enable
Stakeholder-Led Accleration!
Setting a Common
Agenda
Shared Metrics &
Evaluation
Stakeholder Engagement
& Communication
Backbone Support
Organization
Action
IDE
Ecosystem
Acceleration
15. STAKEHOLDER-LED ACTION REQUIRES
SHARED UNDERSTANDING….
SHARED UNDERSTANDING IS ENABLED BY
METRICS….
BUT HOW CAN WE DEVELOP REAL-TIME
ACCURATE AND GRANULAR METRICS
THAT CAN (POSITIVELY) ENABLE THIS
PROCESS?
17. “America’s great challenge is to … bring about a
substantial increase in the numbers of highly
successful new companies … Nothing less than the
future welfare of America and its citizens is at
stake.”
Litan, Robert E. “Inventive Billion Dollar Firms: A Faster Way
to Grow.” SSRN Working Paper #1721608 (2010).
18. “The problem is that it is very difficult, if not
impossible, to know at the time of founding
whether or not firms are likely to survive and/or
grow. This is true even with venture-capital backed
firms”
Ian Hathaway and Robert Litan, 2014. “Declining Business
Dynamism: It’s for Real”. Brookings Institution.
19. While the quantity-based measures of entrepreneurship and
dynamism are on the decline, funding and salience of high-growth
businesses seems to be on the rise!
Quantity Based Measures
• Decker, Haltiwanger, Jarmin, and Miranda (2013,2015)
• Haltiwanger, Jarmin, Kulick, and Miranda (2015)
• Hathaway and Litan (2014a, 2014b)
Funding of Venture-Backed Firms
2008 2009 2010 2011 2012 2013 2014 2015
"Billion $" $30.43 $20.33 $23.52 $29.91 $27.70 $30.28 $50.99 $59.70
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
VENTURE CAPITAL INVESTMENTS IN
U.S. (B$)
20.
21. • How can we measure high-potential
entrepreneurship in a systematic and timely way?
• How can we utilize real-time granular
measurement of entrepreneurial quality to gain
new insights and accelerate innovation-deriven
entrepreneurial ecosystems?
23. Three Steps to Measuring Entrepreneurial Quality
(at or near the time of founding)
Business
Registrations
“Digital Signatures” of
Growth Potential
“Success”
outcomes can
be mapped to
initial “digital
signatures”
24. Our Approach
• A novel approach to the measurement of entrepreneurial
quality, combining three interrelated insights
– Business Registration as a Practical Requirement for Growth.
Some form of business registration (incorporation,
partnership, LLC, etc) is a practical and non-controversial
requirement for ventures seeking to achieve a meaningful
growth outcome. Public, comprehensive and comparable over
time and place.
–
25. Business registration is a practical and non-controversial
requirement for ventures seeking a meaningful growth outcome.
Public, comprehensive and comparable over time and location.
27. Our Approach
• A novel approach to the measurement of entrepreneurial
quality, combining three interrelated insights
– Business Registration as a Practical Requirement for Growth. Some form of
business registration (incorporation, partnership, LLC, etc) is a practical and
non-controversial requirement for ventures seeking to achieve a meaningful
growth outcome. Public, comprehensive and comparable over time and place.
– Markers of Entrepreneurial Quality are Observable at or Near the Time of
Business Registration. Firms with the potential and ambition for a meaningful
growth outcome likely have different “start-up characteristics” including
measures directly observable within business registration records, as well as
publicly available measures that can be matched in a systematic manner .
29. Patenting and Firm Growth:
Helicos Biosciences
Corporation
• December 5,
2003: Founded
in Cambridge
• May 24, 2004:
First Patent
Application
• December,
2009: IPO as
HLCS
30. Our Approach
• A novel approach to the measurement of entrepreneurial quality,
combining three interrelated insights
– Business Registration as a Practical Requirement for Growth. Some form of
business registration (incorporation, partnership, LLC, etc) is a practical and
non-controversial requirement for ventures seeking to achieve a meaningful
growth outcome. Public, comprehensive and comparable over time and place.
– Markers of Entrepreneurial Quality are Observable at or Near the Time of
Business Registration. Firms with the potential and ambition for a meaningful
growth outcome likely have different “start-up characteristics” including
measures directly observable within business registration records (firm name)
as well as publicly available measures that can be matched in a systematic
manner (e.g., have they applied for a trademark or patent?).
– Meaningful growth outcomes can be observed with a lag, creating the
potential for a mapping between growth and start-up characteristics. Rather
than assume the relationship between start-up characteristics and
entrepreneurial quality, investigate relative importance of different factors by
developing a predictive model of growth based on start-up characteristics
•
31. Growth and Start-Up Characteristics
• Regress growth on start-up characteristics:
• gi,r,t+k is a binary growth outcome (IPO or high value acquisition, but
could be others)
• Xi,r,t are start-up characteristics
• s is lag allowed for growth to be achieved (6 yrs)
• Divide sample into training sample (70% of obs where growth is
observed), test sample (30% of obs where growth is observed, for
validation), and prediction sample (where growth has not yet been
observed but for which prediction is possible).
qi,r,t =1000´P(gi,r,t+s | Xi,r,t )=1000´ f (Xi,r,t )
32. Our Approach
• A novel approach to the measurement of entrepreneurial quality, combining
three interrelated insights
– Business Registration as a Practical Requirement for Growth. Some form of
business registration (incorporation, partnership, LLC, etc) is a practical and non-
controversial requirement for ventures seeking to achieve a meaningful growth
outcome. Public, comprehensive and comparable over time and place.
– Markers of Entrepreneurial Quality are Observable at or Near the Time of
Business Registration. Firms with the potential and ambition for a meaningful
growth outcome likely have different “start-up characteristics” including measures
directly observable within business registration records (firm name) as well as
publicly available measures that can be matched in a systematic manner (e.g., have
they applied for a trademark or patent?).
– Meaningful growth outcomes can be observed with a lag, creating the potential
for a mapping between growth and start-up characteristics. Rather than assume
the relationship between start-up characteristics and entrepreneurial quality,
investigate relative importance of different factors by developing a predictive
model of growth based on start-up characteristics
• Entrepreneurial quality is the estimated probability of growth given startup
characteristics.
ˆqi,r,t
33. How do the “digital signatures” of companies predict growth?
(NB: Prediction NOT causal)
Change in the Probability of
Growth
Has Short Name 248%
Firm Named after Founder -70%
Corporation (Not Partnership or LLC) 405%
Trademark in First Year 501%
Patent and No Delaware Registration 3,534%
No Patent and Delaware Registration 4,470%
Both Patent and Delaware Reg. 19,640%
Sectoral Controls Included
State Controls Included
Guzman and Stern, 2016.
35. Entrepreneurial
Quality Index
Average estimated
quality within a group of
start-ups
EQI
Regional
Entrepreneurship
Cohort Potential
Index
The number of startups
within a particular region
expected to later achieve
a growth outcome
RECPI
Regional
Entrepreneurship
Acceleration Index
Estimates the ability of
an ecosystem to convert
entrepreneurial potential
into realized growth
events.
REAI
Entrepreneurial Quality Statistics
36. New Population-Level Entrepreneurship Indices
• Entrepreneurship Quality Index (EQI). Average estimated entrepreneurial quality
within a group of start-ups:
• Regional Entrepreneurship Cohort Quality Index (RECPI). Expected number of
growth events within a regional start-up cohort:
• Regional Ecosystem Acceleration Index (REAI). The ratio of realized vs. expected
growth events in a region:
• Attributes:
– Panel or cross-sectional
– Arbitrary level of granularity
– Not necessarily geographic in scope
EQIr,t =
1
Nr,t
ˆqi,r,t
iÎ{Ir,t }
å
RECPIr,t = EQIr,t ´ Nr,t
REAIr,t= #GrowthEventsr,t
/ RECPIr,t
44. RECPI / GDP:
The State of American Entrepreneurship Over Time
• RECPI / GDP shows
– a sharp raise in
potential during
the late 1990
– followed by a drop
(but NOT a
collapse) in 2001
– and more
moderate increase
after the Great
Recession.
• Nowcasted Index
tracks closely and
documents “boom”
since 2010
Peak of
dot-com
bubble
Great
Recession
Guzman and Stern (2016)
46. The State of American Entrepreneurship
• In contrast to the secular and steady decline
observed in the BDS, RECPI has followed a
cyclical pattern that seems sensitive to the
capital market environment and overall
economic conditions.
• US RECPI increase over the 1990s, with a spike in
1999-2000, followed by a decline to a higher
level than had existed in the 1980s. After a
decline at the beginning of the Great Recession,
strong growth in US RECPI since 2010. 2014
registers the third highest level of US RECPI (and
highest in absolute value).
47. Potential Versus Realized Growth Outcomes
• The highest
potential cohort
occurs in 2000
• But the best
performing cohort
occurs in 1996
49. Entrepreneurship and Economic Growth
• Possible to examine the relationship between regional
entrepreneurship metrics and subsequent economic growth
• Without an exogenous shift in the supply of entrepreneurial
quantity and/or quality, no casual interpretation
• But useful for evaluating growth impact of policies that “set
the table” for certain state of entrepreneurship
• For each MSA in our sample, we estimate (in logs):
– Levels of GDP, EQI, and Obs are averages of 2001-2003
– GDP Growth is to average GDP of 2012-2014
GDPGrowthi =a +bGDPi +gEQIi +dObsi +ei
51. • Elasticity: .08 (p<.01)
Entrepreneurial Quality Has a Much Stronger
Relationship to 10-year Economic GDP Growth
52. Entrepreneurship and Economic Growth
Regression of GDP Growth at MSA Level.
Dependent Variable: LN(GDP,2012-2014/GDP,2001-2003)
Largest Cities All Cities
(1) (2) (3) (4) (5) (6)
Ln(Avg(Obs,2001-2003)) 0.0384* -0.0109 0.0170 -0.00884
(0.0154) (0.0221) (0.0294) (0.0130)
Ln(Avg(EQI,2001-2003)) 0.0803*** 0.0641** 0.0684** 0.0494*
(0.0191) (0.0218) (0.0252) (0.0201)
Ln(Avg(GDP,2001-2003)) 0.0509** 0.0238 0.0102 0.0145
(0.0173) (0.0120) (0.0285) (0.0182)
Constant -0.218 0.809*** -0.288* 0.426 0.446 0.496
(0.141) (0.165) (0.138) (0.266) (0.285) (0.257)
N 63 63 63 63 63 150
R-sq 0.093 0.240 0.158 0.278 0.283 0.062
Robust standard errors in parentheses * p<0.05 ** p<0.01 *** p<0.001
53. • How can we measure high-potential
entrepreneurship in a systematic and timely way?
• How can we utilize real-time granular
measurement of entrepreneurial quality to gain
new insights and accelerate innovation-deriven
entrepreneurial ecosystems?
55. Stakeholders are Key for Designing and
Implementing Acceleration Strategies….
• IDE Ecosystem-led growth
is different from traditional
economic development
approaches
• Collaboration across key
stakeholders is crucial for
collective impact and
acceleration at the
ecosystem level
Entrepreneur
Risk Capital
CorporateGovernment
University
Innovation
Ecosystem
Stakeholder
Model
56. Shared Metrics and Evaluation Enable
Stakeholder-Led Accleration!
Setting a Common
Agenda
Shared Metrics &
Evaluation
Stakeholder Engagement
& Communication
Backbone Support
Organization
Action
IDE
Ecosystem
Acceleration
58. Ecosystem Measurement and Regional
Acceleration Strategy
1. Now-casting: Up-to-date measures of the as-is state allow you to
identify current strengths and weaknesses, and identify bottlenecks
and opportunities
2. Place-casting: Measures of geographic variation allow for
identification of strengths and weaknesses across regions, and
identify drivers and enablers of IDE ecosystem strength
3. PPI Must-Win Battle Assessment: Systematic measures of ecosystem
strength and weaknesses allows for tracking of change over time and
so enables assessment of PPI Must-Win Battles (on a real-time basis)
4. Unique Growth Drivers: Tailored measures of entrepreneurial
growth and drivers allows for evaluation of what “works” in a given
environment, and how PPIs can be adapted for regional and local
circumstances. Facilitates practical experimentation.
58 @MIT_REAP
59. 59
Team Singapore
Team Morocco Team London
Team Scotland
http://www.cando.scot/scale/
http://www.phoshackathon.com/
http://growth-builder.com/
http://sginnovate.sg/
60. MEANINGFUL METRICS AS A TOOL FOR SMART
ACCELERATION….
60 @MIT_REAP
System
Strategy Stakeholders
61. • Enabling Shared Understanding
Through Meaningful Metrics
• Leveraging Digitization and Big
Data to Develop and Test New
Metrics
• Assessing Innovation-Driven
Entrepreneurial Ecosystems in
Real-Time and at an Arbitrary
Level of Granularity
Better graphic?
Slide structure for the 3 S’s: overview- key elements – example
System
IDE Framework (iCep & eCap +linkages etc accelerated by catalysts )
Inputs vs outputs
whole> sum of parts
Engagement of all stakeholders! / shared measurement
All needed for effective and exclusive change
Stakeholder
Pentacle
Backbone organization
Collective impact
Shared measurement
Strategy
Version of framework, highlighting catalyst
How do you choose strategy for implementation?
What is a regional strategy?
How to make directed investment and action to leverage what you have and identify how to push out the frontier in such a way that will compliment efforts
Strategy choice- choosing and winning must win battle + catalyst !
Emphasize role of choice - Josh Lerner – not Bolavard of Broken Dreams but fixed dreams ?
System
IDE Framework (iCep & eCap +linkages + clusters + accelerated by catalysts )
Inputs vs outputs
whole> sum of parts
Engagement of all stakeholders! / shared measurement
All needed for effective and exclusive change
Quick introductions (1 min/ region) – name, organization & role in REAP team
Thanks to important and insightful work by John Haltiwanger, Ron Jarmin, Javier Miranda and coauthors, we know that benefit of startups for economic growth spring from a handful of fast-growing, young companies.
For innovation and entrepreneurship to propel the economy, we need more startups capable of meteoric growth.
Can’t tell from start which firms have the potential for meteoric growth
Quantity-based measures (BDS) document a 30 year decline in entrepreneurship and business dynamism , with only a very modest leveling off (and uptick in high-tech)
Outcome-based measures (PWC/NVCA MoneyTree Report) indicate high-growth entrepreneurship is on the rise
early stage angel and VC funding on a significant upswing (unit just recently)
Growing number of students joining startups
Fear of bubble
The Business Dynamics Statistics (BDS) provides annual measures of business dynamics (such as job creation and destruction, establishment births and deaths, and firm startups and shutdowns) for the economy and aggregated by establishment and firm characteristics. The BDS is created from the Longitudinal Business Database (LBD), a confidential database available to qualified researchers through secure Federal Statistical Research Data Centers. The use of the LBD as its source data permits tracking establishments and firms over time.
Quick example: Tale of two bookstores
Around time of their founding, difficult to tell that Harvard Bookstore and Amazon would have such different trajectories.
So, what data and methods can we develop to find the firms that have the potential to be amazon’s in the sea of mom and pop bookstores?
How can we identify and map growth potential from the start?
Quantity based measures treat them as equivalent
EQ measures ranks Amazon in top 1% of distribution at time of founding
Reports core empirical relationship (based on logit regression)
Examines how presence or absence of startup characteristic correlates with the probability of growth (conditioning on the presence or absence of other characteristics)
Substantial changes in the predicted likelihood of a growth outcome are associated with characteristics observable from business registration filings (nowcasting) as well as characteristics observable with a lag
Corporations 400% more likely to grow
Firms with short names 250%x more likely to grow
Firms named after founding 70% less likely to grow.
Firms that register in DE and apply for a patent are 196x more likely to grow
Can use findings to construct, for every registered firm, its underlying probability of growth at time of founding
Probability of an average firm is low (1/3500)
For firms with multiple positive startup characteristics, this probability jumps to 1/100
Startup characteristics are digital signatures not causal drivers of growth
Digital signatures of growth ambition and potential
Registering in DE or filing for a patent will not guarantee that the business that does them will grow
But, the firms that have historically engaged in these activities have been associated with skewed outcomes .
Out of sample tests show method works
To test the predictive capability of the model and evaluate the skewness of entrepreneurial growth potential, compare estimated probabilities of growth outcomes to realized ones (in a ten-fold cross validation in out of sample test
65-72% of realized growth events fall within top 5% of the model’s estimated entrepreneurial quality distribution
51% of realized growth events fall within top 1% of the distribution of EQ
10-80% in top 10% of the distribution
Model highly predictive. EQ highly skewed.
Characteristics are highly predictive of a very rare outcome
Show skewed nature of growth outcome
Indicate that distribution of initial quality is itself skewed from the start
(It is not that all firms start out equal and some happen to grow) [[growth potential is a key dimension of heterogeneity among newly founded firms]]]
EQI: The sum of the quality score for each individual firm/number of firms in a given region for given year
To create an index of entrepreneurial quality for any group of firms (i.e., within a cohort or satisfying a particular condition), take the average quality within the group
Aggregate of quality at the region-year basis by estimating average of Theta (I,r,t) within that region
{I r,t} – all firms in region r and year t. Nr,t = number of firms in that region year; Theta for firm I in region r at time t
Excludes any location specific measures (do not assume startups from a given location are associated with a given level of quality)
Excludes time-based effects (e.g., changes in available financing)
Measure of the potential of a region given the “intrinsic quality of firms at birth, which can then be affected by the impact of the ecosystem or shocks to the economy between formation and growth outcome.
RECPI
Average quality of new firms multiplied by the number of new firms within a given cohort-region
REAI
The ratio of realized to expected growth events in a region
__________________________________________________
Nowcasting Entrepreneurial Quality in Kendall Square
Size of bubble = number of high-potential growth firms
Color of bubble = level of entrepreneurial quality
CIC and Cambridge coworking center (biggest dot
Dark colored dots: wetlab accelerators and biotech lab spaces
corporate (IBM accelerator)
Nowcasting Entrepreneurial Quality in Kendall Square
Size of bubble = number of high-potential growth firms
Color of bubble = level of entrepreneurial quality
CIC and Cambridge coworking center (biggest dot
Dark colored dots: wetlab accelerators and biotech lab spaces
corporate (IBM accelerator)
Great variation across regions in Entrepreneurial Quality/growth potential
The “View” from Silicon Valley with Marc Andreesen’s head to the right
Better graphic?
Slide structure for the 3 S’s: overview- key elements – example
System
IDE Framework (iCep & eCap +linkages etc accelerated by catalysts )
Inputs vs outputs
whole> sum of parts
Engagement of all stakeholders! / shared measurement
All needed for effective and exclusive change
Stakeholder
Pentacle
Backbone organization
Collective impact
Shared measurement
Strategy
Version of framework, highlighting catalyst
How do you choose strategy for implementation?
What is a regional strategy?
How to make directed investment and action to leverage what you have and identify how to push out the frontier in such a way that will compliment efforts
Strategy choice- choosing and winning must win battle + catalyst !
Emphasize role of choice - Josh Lerner – not Bolavard of Broken Dreams but fixed dreams ?
Understand As-Is State (Nowcasting): Across a wide variety of actions you might take, when diagnosing problems, there are basic things you need to know about how your region is doing/real-time. Common metric for an entrepreneurship ecosystem are important as a precursor for many forms of action.
Understanding distributions of differences across regions & benchmarking (Place-casting): you can assesse relative strengths and weaknesses across regions. This allows you to leverage the strength of regions, but also identify weak spots (example: Puerto Rico, we see “university districts”; identifying conditions in regions that might accelerate e’ship).
Assessment of Policy and Program Interventions: Better understanding the ROI of public/private monies being put forth in any region. Some of you, entrepreneurship is a goal in of itself, some of you find it has to be grounded in an ROI. This measurement framework gives you the mechanics to understanding that ROI. Social Progress too!
Identifying the distinctive qualities of growth entrepreneurship (IDE) in any region: By taking a systematic approach, that allows you to baseline/benchmark, you can start to better experiment/evaluate (example: are people migrating?).
Better graphic?
Slide structure for the 3 S’s: overview- key elements – example
System
IDE Framework (iCep & eCap +linkages etc accelerated by catalysts )
Inputs vs outputs
whole> sum of parts
Engagement of all stakeholders! / shared measurement
All needed for effective and exclusive change
Stakeholder
Pentacle
Backbone organization
Collective impact
Shared measurement
Strategy
Version of framework, highlighting catalyst
How do you choose strategy for implementation?
What is a regional strategy?
How to make directed investment and action to leverage what you have and identify how to push out the frontier in such a way that will compliment efforts
Strategy choice- choosing and winning must win battle + catalyst !
Emphasize role of choice - Josh Lerner – not Bolavard of Broken Dreams but fixed dreams ?