Leeds City Region Stakeholder Workshop Event 26th November 2013

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  • Roland
  • Obviously feel free to tailor to your style/approach Roger, but the presentation is a general introduction to the City Region and its economy and key sectors, followed by why innovation is important to the city region.
  • Some of our targets linked to the above are: - growing GVA by 2.6% per year, returning to the pre-recession employment rate by 2016, moving towards an overseas trade surplus by 2016, increasing our share of foreign direct investment to 5% by 2016 (currently 2.2%), having 2,500 apprentices in SMEs by 2015 and 15,000 new apprentices in total.
  • The LEP recognises that innovative businesses are critical if we are to achieve our economic ambitions. Our region’s economy cannot grow if business doesn’t grow, and as we’re about to hear from Agfa, innovation is a key driver of sustainable growth. University R&D and public investment are key elements in developing our innovation potential but the LEP’s focus is on developing innovation within and between businesses.However there is more that the LEP, and its partners in the public sector, government, universities can do to develop an innovation ecosystem. We anticipate the LEP having in the region of £50m to spend on innovation from European funds and Local Growth Funds – this is important, since much funding for innovation has dried up since the onset of recession. Even more importantly, for the first time the private sector has the opportunity to direct the agenda, and to work with the public sector and universities to ensure our region does indeed become an innovation powerhouse. The reason you are all here today is because we need to know how we should invest this funding. From your experiences as a business, or supporting businesses, what interventions have worked and why? Are the emerging ideas from the research and consultation which Roland will talk about in a minute correct? How can we do things differently (and be innovative ourselves) in the way this money is spent to ensure we live up to our innovation potential.Firstly what do we mean by innovation? We’re talking about innovation in businesses especially SMEs, about developing new products and services and doing things differently. Innovative businesses in LCR are critical to the growth agenda. Innovative companies grow faster, employ more people and are more likely to export than those companies who don’t innovateHowever, as we will see (in the next presentation,) the evidence shows that LCR lags on a number of innovation indicators. So what can the LEP and its partners do about this?
  • Second largest population across all comparator areas (2.95M)Large proportion of working age residents (74% age 16-74)A quarter of population has higher education qualifications - Surpassed only by London and Bristol…but presence of science & engineering professionals is weakSource: UKIS, 2010
  • Significant job growth in Life Sciences since ‘09 and specialisation in R&DSpecialisation in advanced manuf. and above average job growth since ‘09
  • Start-u[p rate – new starts per 000 adults is 2nd lowest of LEPs Wide local disparities: Harrogate double the start-up rate than WakefieldBut actual starts on upwards trend , although this is concentrated in Leeds & York, both experienced 16% Positive aspect: in terms of survival rates, Leeds has the 2nd highest second year survival rateAcross all comparator areas, proportion of firms less than 2 years = 18%Across all comparator areas, proportion firms 10 years + = 41%Source: ONS Business Demography
  • Source: ONS
  • Innovation Active: 1) improved product or process, or 2) innovation projects not yet complete, or 3) improved forms of organisation or business structureBroad Innovators: the above plus internal R&D, training, external knowledgeWider Innovator: only improved forms of organisation or business structure
  • Source: UKIS 2010Regional37% from UKIS at regional – innovation active self identify using UKIS surveyLCR Business Survey asked if they invest in R&D and <2% said yesUKIS (Chart) shows how the 37% innovation investment is spent…….56% of innovation in YH is in internal R&D
  • LCFR Business Survey Findings no comparator figures Only 8% of LCR firms seek external R&D support – lowest of all external advice types categoriesQ37. Who, if any, of the following does your organisation/business collaborate with for your R& D...
  • Source: UKIS 2010
  • StrengthsHuman Capital – employment, WAP, proportion of qualified residentsLCR has 3rd largest business base across comparatorsBusiness expenditure on R&D has risen steadily over the last decade and less volatile than other areasHalf of firms collaborating with universities on R&D are HQs and employment data suggests Leeds has a high concentration in HQ employmentWeaknessesLow Pro Qualifications ed (sci and eng) professionals representation in firmsEnterprise rates in LCR are low and supported by growth in Leeds City and YorkLow participation in innovation activities by firm, particularly R&DExternal collaboration on innovation and R&D is low, especially for small and new firms
  • This is the standard YIF presentation for YIF Central use.
  • These are the topics covered in the presentation.
  • The YIF is available to all SME companies in the Yorkshire & Humber operating in a wide range of sectors – those in bold are particularly encouraged to apply and will be prioritised for funding:advanced manufacturing, engineering & materialsbio-renewables (feedstock, raw materials and ingredients)healthcare technologieslow carbon energy (e.g. wind, nuclear, carbon capture & storage, bio-fuel)biosciencechemicalscreative & digitalfinancial & business servicesfood & drinksport (South Yorkshire SMEs only)SME definition:The main factors determining whether a company is an SME are number of employees (< 250) and either turnover (≤ € 50 m) or balance sheet total (≤ € 43 m).These ceilings applyto the figures for individual firms only. A firm which is part of larger grouping may need to include employee/turnover/balance sheet data from that grouping too.
  • YIF will support a range of R&D and innovation activity:A brand new product, service or or production process. It will also support improvements to existing products, services or production processesA new way of doing business or a new business model – any innovation here needs to make use of ICT. (Will come back to the asterisk in a moment.)A feasibility study for a new product, service or process developmentProjects can include prototyping and testing as long as it is not for commercial purposesReturning to the asterisk, process or organisational work needs to result in a substantial improvement on the current state-of-the art in the industry (i.e. major innovative step).
  • There are different levels of support depending on the size and nature of your project. The first three are for projects between a single SME and a university:SIP (Small Innovation Project)RDP (Research & Development Project)GRDIP (Graduate Research & Development and Innovation Placement)The fourth, SI (Strategic Intervention), is for SMEs with shared R&D and innovation needs wanting to work with one or more universities, which I’ll tell you about in a moment.
  • Some examples of the type of activity YIF will fund…(one slide for each of the three products).


  • 1. 26 November 2013 Roadmap to a more innovative LCR 26th November 2013 100%Open 2013 1
  • 2. 26 November 2013 Leeds City Region Innovation 100%Open 2013 9.00 - 9.05 Welcome Roland Harwood 9.05 - 9.25 Introductions Roger Marsh (LCR LEP) Graham Cooper (AGFA) 9.20 - 10.00 Scene setting for LCR Innovation Simon Hooton Brian McCaul Roland Harwood 10.00 - 11.00 Group discussion 1 All 11.00 - 11.20 Coffee 11.20 - 11.30 Scene setting for 2nd group discussion Simon Hooton 11.30 - 12.30 Group discussion 2 All 12.10 - 12.30 Feedback 12.30 - 12.40 Summary and next steps Simon Hooton Roland Harwood 12.40 - 12.45 Yorkshire Innovation Fund Nigel Woodruff 12.45 - 13.30 Networking lunch 2
  • 3. Group Discussion Questions 26 November 2013 Group Discussion 1 (10:00 – 11:00) 1. What are Leeds City Region's current innovation strengths and weaknesses? 2. How ambitious could and should Leed City Region need to be? [Filling Gaps/Keeping Pace/Pulling Ahead/Charting New Courses] Group Discussion 2 (11:30 – 12:30) 3. Which three specific action areas must the Leeds City Region tackle with urgency? 4. Which action areas are out of scope and/or what else should be included and why? 100%Open 2013 3
  • 4. The 3:2 Rule 26 November 2013 100%Open 2013 As you triple the size of a company, profit per person is on average halved. Conversely when you double the size of an urban region the per capita productivity goes up by 130%. Bettencourt & West, Santa Fe Institute Nature Magazine 4
  • 5. Innovation in Cities 26 November 2013 100%Open 2013 Innovation thrives in cities due to the number of people a resident will interact with in person (social tie density) i.e. it's all about face-to-face. So Wei Pan MIT Media Lab Human Dynamics Lab 5
  • 6. 3 Minute Joint Venture 26 November 2013 100%Open 2013 6
  • 7. 3 Minute Joint Venture 1. Find somebody you don’t know 2. Explain what you do. 3. Find out what your partner does. 4. Agree what you could do together. 5. Give your joint venture a name. 100%Open 2013
  • 8. Innovation is… 26/11/2013 © 100%Open 2012 “Innovation is a by-product of engaged networks.” Verna Allee 8
  • 9. Roadmap to a more innovative Leeds City Region Roger Marsh Leeds City Region LEP Chair
  • 10. The Leeds City Region • Functional economic area • Growing population of 3 million • Largest UK City Region outside London • Workforce of 1.3 million • £54 billion economy, producing 4%+ of UK GVA • 106,000+ businesses • Population and economy bigger than 8 EU countries
  • 11. Leeds City Region LEP vision Relevant, essential and enabling for business growth ‘A world-leading, dynamic and sustainable low carbon economy that balances economic growth with a high quality of life for everyone.’ Strategic priorities: • Unlocking the potential of business and enterprise • Enabling a flexible, skilled workforce • Facilitating a low carbon economy • Creating the environment for growth
  • 12. Our innovation paradox • The raw ingredients to be an innovation powerhouse: • 8 HEIs producing research and 36,000 graduates every year • Diverse business base with strengths in key growth sectors inc. healthcare and life sciences, advanced manufacturing, low carbon, creative and digital • Largest manufacturing base in UK; largest regional financial and professional services sector • Fastest-growing workforce in north of England • BUT our region’s performance lags national average on several innovation indicators: • Patent registrations half national average • Lower than average R&D investment
  • 13. The opportunity • Innovative businesses are critical for sustainable economic growth in Leeds City Region • New freedoms, flexibilities and funding opportunities for the LEP – Local Growth Fund, EU funding • Bidding for c.£50m to spend on innovation activity • Focus on business innovation • Your input is critical: how should it be spent? What works, what doesn’t?
  • 14. Thank you Engage in the discussion on Twitter: #innovatelcr For more information about the LEP please see: www.leedscityregion.gov.uk @leedscityregion Leeds City Region
  • 15. Agfa Graphics Leeds Roadmap to a more innovative LCR November 2013
  • 16. Agfa Graphics site - LEEDS •90 full service Agfa Graphics employees •Approx 20% of Agfa‟s worldwide volume passes through the plant •Produces substrate for Lithostar and Thermofuse product ranges •ISO 9001, ISO 14001, ISO 50001, OHSAS 18001 certified •Winner of UK national awards for sustainable manufacturing
  • 17. Agfa Graphics An introduction
  • 18. We have met before Object printing Glass printing Interior decoration Art reproduction Packaging Newspaper Calendar Wall calendar Labels Table top Cabinet door Book Magazine Tablet publication Flooring
  • 19. Part of the Agfa-Gevaert Group • Founded in 1867, IPO in 1999 (Brussels) • Headquartered in Antwerp, Belgium HealthCare • Sales of EUR 3 billion in 2012 39% • 12,163 employees worldwide • Wholly owned sales organizations in more than 40 countries € 3 billion • 21 R&D and production sites around the globe • Global market leader in each of its divisions Graphics 54% Agfa Graphics FY 2011 FY 2012 % change Sales 1.596 1.652 +3.5% Recurring EBITDA* 87.6 5.5% 91.0 5.5% +3.9% Recurring EBIT* 48.0 3.0% 53.1 3.2% +10.6% * Before restructuring charges and non-recurring items
  • 20. Innovation in Agfa • Agfa operates in an extremely competitive environment • Innovation is crucial to survive and prosper in such an environment • We innovate in our product design to improve our customers performance • We innovate in our production processes to make them more efficient
  • 21. Litho Plate Technology • The Offset Printing Plate Basic Structure Aluminium mill finished Aluminium electrochemically grained Aluminium anodised In Agfa At the end customers – the printer None image Area Dot (after exposure) Light sensitive coating (prior to exposure) Image None image Dot area (after development)
  • 22. Thermofuse technology Background coating washed away by cleanout solution Tough image will accept ink unlike the anodized aluminium
  • 23. Imaged – Fused Latex Pearls Unexposed Latex Pearls Grained & Anodized Aluminum Substrate
  • 24. Thermofuse vs Conventional CtP
  • 25. Innovation withion our own operation Waste heat Air input to production 28°C Cooling Tower Chiller Cooling Water In Cooling coil HVAC Heating Coil Cooling Water Out Air input HX 21.9°C 75m3/h 24.2°C Pumps From gas boiler 28.0°C Bypass Leg Buffer Tank 26.0°C
  • 26. Window display Billboard Flag Canvas Scaffolding banner Signage Signage Plastic bag Paper bag We will meet again soon.
  • 27. agfagraphics.com twitter.com/agfagraphics facebook.com/agfagraphics youtube.com/agfagraphics
  • 28. Where Are We At: Leeds City Region‟s Innovation Performance Simon Hooton
  • 29. Birmingham Bristol Liverpool London Manchester Newcastle Nottingham Sheffield Leeds City Region South West North West London North West North East East Midlands Yorkshire & Humber Yorkshire & Humber Comparative Cities West Midlands Dashboard Overview of LCR Environment 2 Human capital 2 Employment 4 Business Base Comparative Regions Innovation Inputs 4 Business investment 4 R&D investment 1 Non-R&D investment Innovation Outputs 3 Innovatively active 1 Intellectual property 1 Labour productivity
  • 30. Leeds has a solid base of human capital
  • 31. Sector strengths in Life Sciences & Manufacturing Total Employment Life Sciences Manufacturing R&D Low Carbon Digital Financial and Insurance Manufacturing Basic Advanced Creative and Cultural 4,200 3,800 400 27,000 30,800 46,700 140,400 102,400 38,000 44,900 LQ 1.0 1.0 1.1 0.8 0.6 0.9 1.2 1.3 1.1 0.9 Employment Change 2009-12 LCR England 37% 7% 32% 5% 118% 44% 10% 3% 9% 1% -10% 3% -4% -4% -9% -5% 15% -2% 0% 2%
  • 32. Enterprise levels have stagnated since „09 • 2nd lowest start-up rate of all comparator areas (=34) • Wide local disparities • Annual starts up by 2% in LCR (cf 8% comparator areas) • concentrated in Leeds City and York
  • 33. R&D expenditure by Yorkshire firms has risen steadily… • But remains 2nd lowest region in absolute terms - £540M versus £1,800M regional average
  • 34. Innovation Activity in YH
  • 35. Overall participation in innovation activities is low… • 37% of Yorkshire firms participate in innovation activities (versus 39% across UK), UKIS 2010
  • 36. … and external collaboration is limited • Less than a quarter of LCR firms surveyed invest in R&D • Only 8% of LCR firms seek external R&D support • 28% of these collaborated with universities • 42% used other companies • 87% used internal resources
  • 37. Barriers to innovation are perceived differently • A third of Yorkshire firms did not innovate due to ‘constraining factors’ while 30% saw no need to innovate due to market conditions.
  • 38. In Summary Human Capital Professional Qualifications Business Base Enterprise Business R&D Expenditure Innovation Participation HQ Base External Collaboration
  • 39. Scene Setting 26 November 2013 Brian McCaul 100%Open 2013 39
  • 40. Review of key LCR Innovation Assets Based on: • Research Rigour - World or UK Leading? • Relevance - Connection to Industry, especially in the LCR? • Commercialisation Activity? • Critical Mass? • Foresight Potential - especially BIS Foresight Review and the Great 8 Technologies? • Eco-system Data review and interviews with (nearly all) HEIs.
  • 41. New Computing Technologies; Bio-Inspired Sensors; Very Large Data Sets; Supercomputing; Simulation & Modelling. Cross-cutting theme that has relevance to LCR sectoral strengths in: • Health/ Informatics/omics (high growth) • Manufacturing Modelling; (large sector) • Finance (large but low growth and low value added? ) This strength is most obvious in areas such as: • UoL is #1 in Witty Heat Map on Big Data (Analytics). • Leeds/York White Rose Grid • Credit and Risk Management Research Centre at UoL maps to many Leeds financial services • Leeds Institute of Health Sciences maps to Bioinformatics • Proposal for a Leeds Innovation Health Hub (inc. Big Data and Health and Incubator). “the next generation of scientific discovery and innovation will be data-driven”
  • 42. Two components of this appear to be most relevant to the LCR themes: food productivity & resilience, and also Bio Renewals, (crosses over into energy generation). Food production, is biggest UK manufacturing sector and links to strength in the LCR. In the agri field clear national expertise resides in and around the York Environmental Sustainability Institute (YESI) and Bioscience Technology Facility @ UoY: • York is 3rd in Agri-Science in UK (Witty heat map), and • York is 4th in UK in Agri-Tech, also • Leeds is 6th in Agri-Science These two elements of Agri Tech are being pulled together within the The York/FERA Sand Hutton BioVale proposal that has industrial support and other regional sponsors. • The Stockbridge Technology Centre - Food for Life Partnership • FERA In broader sustainability terms: • University of Leeds has a Food Security Hub, • Bioscience Technology Facility UoY. Green Chemistry Centre of Excellence (GCCE). “Sustainable intensification of agriculture – raising the productivity of agriculture, while protecting the environment”
  • 43. Energy & its Storage Two components of this appear to be most relevant to the LCR energy and low carbon technologies are: •Bio-energy •Carbon Capture and Storage The first of these is particularly strong at York, as in the latter at York and Leeds. In addition there are strengths in: Nuclear (10th in UK ) and in the top 20 for Oil & Gas (13th in UK ), Offshore Wind (11th in UK) at Leeds are also areas of expertise. The University of Leeds and the University of York are part of the Centre for Low Carbon Futures Centre for Climate Change. University of York, Carbon Trust. In respect of the Green Chemistry & Bio-renewables York has the Green Chemistry Centre, and Bio Renewals Development Centre. The Energy Sector Hub at Leeds draws on the expertise of 5+ Research Units looking at all aspects of energy & sustainability. And York similar breadth of expertise from Green Chemistry to Green Accounting. UoY/ BioVale is a critical potential asset for BioEnegy and PACT is a critical assets around Carbon Capture and Pilot Facilities (though based physically in other regions too)
  • 44. “restoring function by replacing or restoring 1) human cells, 2) tissues or 3 ) organs”. Specifically encompassing the BIS priority of Tissue Engineering, this field is a major strength for the LCR with a rapidly growing sector in LCR - especially in the Leeds City Centre. Plus LCR has a concentration of health expertise linked to major Teaching Hospitals. LCR has an important concentration of health expertise, linked to the major hospitals. This also links to - and relies on - strengths in advanced manufacturing and materials. Leeds Health Super-hub. Including: • IKC in Medical Technologies (UoL); • Centre for Innovative Manufacturing in Medical Devices (Bradford with Leeds) • Institute of Medical & Biological Engineering (IMBI) Bradford These centres have a strong chunk of UK recent funding in this space around which strong industrial involvement is coalesced - including Depuy and Surgical Innovations Limited. Manufacturing is one of the largest, growth sectors. Others LCR manufacturers of relevance include Smith & Nephew.
  • 45. Encompassing Agricultural Technologies, E-health, Industrial Biotech and ‘Omics’, this is closely linked to priorities in the LCR universities around big data and Medicine and Health. In particular strengths around AgriTech & RegenMed are relevant - as are Biological Engineering. The LCR Universities have strengths in the following relevant areas: York is 4th in UK in Agri-Tech, • York is 3rd in Agri-Science respectively in the Witty heat map (and Leeds 6th). • Green Chemistry • University of Leeds has a Food Security Hub, a Water Hub and pharmaceutical • Biopharmaceutical Innovation Hub (UoL) • Bioscience Technology Facility York, (UoY) • Green Chemistry Centre of Excellence (UoY). • Institute of Pharmaceutical Innovation- national focus for Health Care technologies (UoB) • Supports focus on proposals in Medicine and Health, in Agri-Tech and BioRenewables? “linking „dry‟ computer sciences & „wet‟ biological sciences”
  • 46. “Robots acting independently of human control – which can learn, adapt and take decisions” Leeds and York Universities are developing research in this field; University of Leeds will host the EPSRC National Facility for Innovative Robotic Systems with a £4.3 million national facility is set to make the University of Leeds a world leader in robot design and construction. It is also a key strand of the Technology Strategy Board‟s support for advanced manufacturing, and links to strengths in Data . Food robotics in food manufacturing might be an area of application, but industrial engagement - specifically in the LCR - does not appear strong. A supportive strand to Regenerative Medicine and others?
  • 47. Smart Materials (Biomimetic/textiles); Nano-materials; Building and Construction Materials; Active Packaging Materials innovation is crucial for LCR business sectors such as energy, regenerative medicine, aerospace and automotive - The most significant innovation assets relates to Advanced Materials is probably the Centre for Innovative Manufacturing in Advance Metrology; University of Huddersfield (in partnership with NPL & STFC) – with significant industrial involvement around applications in „Total Machining and Advanced Surfaces‟. In particularly this expertise maps well to the development of Turbo Systems and the manufacture high quality turbochargers for a wide range of passenger and commercial vehicles, and for industrial, locomotive and marine engines. Notably this has support from Cummins Turbo Technologies (which also with the Bradford relationship with Borg-Warner is an important Sectoral Strength and HEI innovation asset). Other significant advanced materials expertise and industrial engagement exists in •Piezoelectrics - UoL •Self-organising Molecular Systems UoL; •Nanofactory •Centre of Polymer Micro and Nano Technology (UoB) and Plastics, Polymers and Metals „Advanced materials are a classic general purpose technology because of the range of their potential uses”.
  • 48. “Handling the surge in data coming collected from satellites and transmitted by Satelites” which do not just transmit data but collect data by earth observation This is a domain not apparently heavily prioritised in the strengths of the LCR universities and most of the UK focus appears to be around Surrey (for hardware) and Silicon Roundabout (for software). But it links to LCR strengths in Big Data - to handle the surge in data from satellites and also in Robotics. Nonetheless there is Advance Digital Institute and activity around use of geodata for transport optimisation and GPS via the Institute of Transport studies at Leeds. There may be hidden strengths exist in Satellite technology that reflect sectorial strengths in the economic region and might be better explored.
  • 49. Other Foresight Priorities with LCR Strength… Transport One of the most significant regional HEI based industrial centres of excellence is the Huddersfield Institute for Rail Research. The University of Huddersfield hosts this initiative which is one of the eleven initiatives selected in the Yorkshire and Humber region - and the only one to be based at a higher education institution. In addition to the size and industrial connectivity of the initiative, it fits well with the Transport Systems Catapult. Food But an analysis of research power and research standing mapped against industrial engagement also bears out much of the current thinking around Leeds City Region‟s perceived strengths, particularly around: Food science, food manufacturing and food health (at Leeds, York and Leeds Metropolitan), How this might connect with a Centre of Excellence for Food and Drink Production connected to the strengths in ArgiTech and Science and York and The University of Leed‟s School of Food Science and Nutrition and Centre for Food, Nutrition and Health and Faraday Centre for Retail Excellence. Construction UK (#2) Leading and commercial activity but feeds into smart material and low carbon? Colour Science World leading, heavy international engagement and spinout and commercial engagement . Colour@leeds. Potential connections with Green Chemistry at Leeds.
  • 50. 26 November 2013 Scene Setting Roland Harwood 100%Open 100%Open 2013 51
  • 51. Innovation is… 26 November 2013 100%Open 2013 Innovation = Ideas + Impact 52
  • 52. What is an innovative city region? 26 November 2013 100%Open 2013 Received wisdom • Have one or more research-oriented university. • Create critical mass for start-ups. • Have good transport links. • Make sure seed capital is available locally. • Create a place people of different types want to live. • Government to get out of the way. Unconventional hypotheses • Have a good story that describes the past, present and future. • Have strong leadership (e.g. an elected mayor or another figurehead). • Start from a really bad place. Be facing a big challenge. 53
  • 53. The importance of city regions 26 November 2013 100%Open 2013 “The world’s 300 largest metropolitan economies now contain approx 19% of the global population but account for 48% of world GDP.” Brookings Global MetroMonitor 2012 54
  • 54. Cities potential as innovation economy 26 November 2013 100%Open 2013 Leeds scores higher than Newcastle-upon-Tyne, Sheffield, Bath & NE Somerset, Coventry, Cardiff, Belfast. Leeds scores lower than Birmingham, Kingston-upon-Hull, Liverpool, Bristol, Glasgow, Edinburgh, Manchester. 55
  • 55. Milan 26 November 2013 Background • Second largest city in Italy, and regional capital (of Lombardy) • Urban area has largest population in Italy at 5.2 million • 20% of residents are foreign-born • Commercial, industrial and cultural capital (vs Rome = political) • Significant and renowned universities • Part of European “Blue Banana” • Will host Expo 2015 • World-famous football team(s)! Initiatives • Accenture Innovation Center (sic) for Manufacturing Excellence is located in the city. • Also IBM Innovation Center. • Talent Garden (www.talentgarden.it) has just opened in Milan, offering a mixture of coworking support and business incubation. • U-Start (www.u-start.biz) is the Italian funding platform for start-up ventures. • Milan is part of the InCompass project (www.incompassproject.eu), that brings together partners from across Europe – including Dundee College and City Council, and Medway Council. • The Fashion Incubator Project is one of a set of local incubators focussed on particular sectors. Lessons • Invitation to “open a talent garden in your city” (see here) • A local funding platform in the style of U-Start or KickStarter? • Joining or exploring an equivalent to the InCompass project? • Go “sharp” – like Milan’s Fashion Incubator. What could Leeds City Region focus on? 100%Open 2013 56
  • 56. Eindhoven 26 November 2013 Background • Metropolitan area has 750,000 population (5th largest city in Netherlands). • Nearly 30% in the city are of foreign descent. • Named “most intelligent community” by the Intelligent Community Forum. • Named “most inventive city” by Forbes (patent intensity of >22 patents / 10,000 pop vs <9 / 10,000 for second placed San Diego). • Industrial heritage (tobacco and textiles) – culminating in influence of Philips (originally light bulbs) and DAF (trucks) during the 20th C. • Now the capital of Dutch industrial design (Design Academy Eindhoven), and hi-tech start ups. • Home of Eindhoven University of Technology (=> young population – lively entertainments scene). Initiatives • Eindhoven – Leuven – Aachen triangle (ELAt) straddles Dutch, Belgian, German cross-border region. • The region self identifies three “pillars” of innovation: mechatronics & automotive; food & nutrition; medical systems & life sciences. • A High-Tech campus (Philips’ former R&D site) also includes the “Brainport” incubator. Emphasises social interaction between employees at “The Strip”. • The Creative Conversion Factory was a (now defunct) attempt to systematise the conversion of invention into commercial product (initiative of Philips). • Disrupt (www.disrupt.nl) is Eindhoven’s “non-conventional” entrepreneur conference. Lessons • “Design” is a repetitive theme associated with innovation. What is Leeds’ design angle? Could the Design Council help? • Eindhoven, and the Netherlands generally, seem to set out to attract international students. What would attract students from other EU countries to Leeds City Region’s universities? 100%Open 2013 57
  • 57. Vienna 26 November 2013 Background • 2.4 million population within the metropolitan area. • Famous for music, Freud, and Food. • Cultural, economic, political and educational centre of Austria. • Voted “most innovative European city” by Innovation Cities Global Index. (see here) Initiatives • Relatively stronger focus on social innovation? For example, Vienna Declaration on the Most Relevant Topics in Social Innovation Research (see here) • Impact Hub Vienna is one of a series of global centres that support “new solutions for the world’s pressing issues”. • Much less emphasis on innovation parks, technology incubation, and so on. Lessons • The only Impact Hubs in the UK are in London (Kings Cross, Westminster, Islington). Is this an opportunity? • Vienna may derive much of its “innovation” from its strong “livability” and sense of “authority”, rather than direct intervention or support. 100%Open 2013 58
  • 58. Zurich 26 November 2013 Background • Metropolitan area population is about 1.8 million. • Over 30% non-Swiss. • At the centre of the country’s transport network (air, rail, road). • Everyone from a cloud of towns around Zurich can get into Zurich in 15 minutes - up to 60% of the population does this daily. • Also extremely well-developed public transport network with integrated ticketing. • Leading financial centre, and dominant service sector (80% of employment). • Two universities, with attendant museums and intellectual attractions. • Very highly ranked for quality of life. • FIFA headquarters. Initiatives • Zurich also has an Impact Hub (zurich.impacthub.net) • Home to Google’s European Engineering Centre (“Zoogle”, apparently). • And to an IBM innovation center. • Also the African Innovation Foundation. • The Entrepreneur Club fosters entrepreneurship amongst students at ETH Zurich (one of Zurich’s universities). Lessons • Zurich is an expensive place to live and work. Leeds City Region is less so. How does this create competitive advantage? • Innovation feeds on conversation. How could transport be improved to allow innovators from around the region to easily meet and interact? 100%Open 2013 59
  • 59. Toronto 26 November 2013 Background • The largest city in Canada with over 6 million residents in the Greater Toronto Area. • Toronto is one of the world's most diverse cities by percentage of non-native-born residents, with about 49% of the population born outside Canada. • Home to the Toronto Stock Exchange and five of the nation's largest banks. • Toronto as of 2011 ranks as the third largest production centre for film and television after Los Angeles and New York Cit.y • The city is also consistently rated as one of the world's most livable cities. Initiatives • Rotman School of Management - The school's dean, Roger Martin is considered by Business Week as one of the most influential management thinkers in the world. Rotman has developed a curriculum built around concepts of Integrative thinking and Business design. • MaRS Discovery District - a not-for-profit corporation who’s goal is to commercialize publicly funded medical research and other technologies with the help of local private enterprises. • International Film Festival – 2nd only to Cannes in terms of high-profile pics, stars and market activity and has grown to the most influential film festival. • Centre for Social Innovation - a coworking space, community, and launchpad for people who are changing the world, providing members with the tools they need to accelerate their success and amplify their impact. • The Innovation Lab - A group of City of Toronto staff that recognizes the City to be a hotspot of public sector innovation. Lessons • Could LCR build on the economic and cultural diversity of Toronto and focus on creative and social innovation? • A city of ideas - thought leadership in Architecture (Jane Jacobs), Cities (Richard Florida), Business (Roger Martin), Technology/Innovation (Stephen Berlin Johnson). 100%Open 2013 60
  • 60. Grand Rapids, Michigan 26 November 2013 Background • Metropolitan area has a population of 1.3 million. • 10% of population born outside the US. • Has managed to avoid the “rust belt” downturn of neighbouring Detroit. • HQ of five of the worlds leading furniture companies (because of the original presence of large amounts of timber, now all chopped down!) • Also significant healthcare sector. • Strong culture of corporate philanthropy, and of family-built big businesses (including Amway). Corporations are very engaged in their city. • Also puts a premium on “culture” and “cultural activities”. • Very much a “second tier” city – not widely known worldwide, or on the radar of many professionals. • Small regional airport. • Excellent local recreation and tourist facilities. Initiatives • GRid70 (www.grid70.com) is a DESIGN HUB that brings together creative people from the region’s major corporations, so as to cross-pollinate ideas between them. • www.startgarden.com is a local micro-funder of innovative ideas. They fund a $5000 idea EVERY WEEK (chosen by endorsements from website visitors). From there, they can fund $20,000 projects, and then $50k- $500k startups. They have a $15m fund. Lessons • Have a strong story, and encourage people to think of their place as a long term HOME. Home town pride is cool, and corporate philanthropists (Note : philanthropists = people who GIVE money, not “sponsors”) are powerful allies. • Could GRid70 and/or Start Garden be copied? Both are cool ideas. 100%Open 2013 61
  • 61. Medellín 26 November 2013 Background • Second largest city in Colombia. • 2-3 million population. • Once known (1980’s) as the most violent city in the world (drug-related). • Economy is mainly industrial (steel, oil, textiles, chemicals, pharmaceuticals, cement, food). • Heavy emphasis on education (30 universities) Initiatives • "Innovative City of the Year 2013" - Wall Street Journal, Citi group global bank, and Urban Land Institute (who did most of the judging), winning against other finalists NY and Tel Aviv • Cities were selected based on eight criteria: Environment & Land Use, Culture & Livability, Economic / Investment Climate, Progress & Potential, Places of Power, Education & Human Capital, Technology & Research and Mobility & Infrastructure. • Considerable investment in city infrastructure – including “Linear Parks” designed to create a network of streets and pathways to connect people with each other. Also praised for its art galleries and libraries. Lessons • Linear parks are often built on the beds of old railways. Does Leeds City Region have any? • The Medellín story has created a huge amount of publicity and interest – making people want to visit and move to the city. Once again, it’s all about the story. 100%Open 2013 62
  • 62. Potentially interesting places 26 November 2013 100%Open 2013 1) Milan - Successful transition from heavy-industry to capital of design. 2) Eindhoven - Highest patent intensity in the world. 3) Vienna - Most innovative European city. 4) Zurich – Significant investment into transport. 5) Toronto – Half of the population born outside Canada. 6) Grand Rapids - Strong sense of “story”. 7) Medellín - Won Innovative City of the Year 2013. 63
  • 63. Questions & Conclusions 26 November 2013 100%Open 2013 1. What can LCR learn from these cities? 2. What should LCR copy? 3. What is not relevant to LCR? 4. Where else should LCR look for inspiration? 5. Whom is LCR competing with? 6. Who should LCR be collaborating with? 64
  • 64. 26 November 2013 Inspirations i. 100%Open 2013 Recreating, joining or participating in the several different hub/incubator projects uncovered: Impact Hub, Grid70, Start Garden, MaRS, Talent Garden, InCompass. ii. Creating a strong “Leeds City Region” story that provides a defining identity. Remembering that history and fidelity are more important than ambitions. What was the region famous for, what will it be famous for, and how does the former enable and lead to the latter? iii. Emphasising “anchor innovators”, like “anchor stores” in retail developments. iv. The creation of “linear parks” as ways to connect people and enhance the environment. v. Considering ways to attract (and subsequently to retain) overseas students. vi. Considering how to provider personal (mayor-like) leadership. vii. Considering the role of “design” as a discipline. 65
  • 65. 26 November 2013 Group Discussion 1 100%Open 2013 66
  • 66. Group Discussion 1 26 November 2013 1. What are Leeds City Region's current innovation strengths and weaknesses? 2. How ambitious could and should Leed City Region need to be? [Filling Gaps/Keeping Pace/Pulling Ahead/Charting New Courses] 100%Open 2013 67
  • 67. 26 November 2013 Group Discussion 2 100%Open 2013 68
  • 68. The Emergent Strategic Plan Simon Hooton
  • 69. The Broad Sweep of Our Interest
  • 70. Relationships Skills Driving Up Innovation Appetite LCR Innovation Culture New Sources of Innovation Communications Stronger Priority Sectors Institutions Investment
  • 71. 1B Leadership & Skills for Innovation 1A Innovation Support for SMEs 3A New Knowledge Property 3B Next Generation of Innovators 3D) Smart City Region 1C New Platforms for Engagement Driving Up Innovation Appetite LCR Innovation New Sources of Innovation 2A Life Sciences 2B Digital & Creative 2C Manufacturing Stronger Priority Sectors 2D Low Carbon 2E Financial Services 2F Food & Drink
  • 72. Emergent Investment Plan Our Objectives Action Areas Priority 1: Driving Up Innovation Appetite Across the City Region 1A Innovation Support for SMEs AA1: Innovation Advice & Guidance 1B Leadership & Skills For Innovation AA2: Innovation Finance AA3: Innovation Leadership 1C New Platforms for Engagement & Experimentation AA4: Innovation Skills AA5: Innovation Animateur AA6: Challenge Competitions AA7: HEI Access Priority 2: Strengthening Innovation in our Priority Sectors 2A) Life Science AA8: Leeds Innovation Health Hub 2B) Digital & Creative AA9: BioVale (York) 2C) Innovative Manufacturing AA10: Regenerative Medicine Centre (Leeds Uni) 2D) Low Carbon AA11: Cancer Therapeutics Centre (Leeds Uni) 2E) Financial Services AA12: Tele-Health Centre (Bradford Uni) 2F) Food & Drink AA13: Big Open Data Initiative (Leeds Uni) Priority 3: Animating New Innovation AA14: UK Rail Centre of Excellence (Huddersfield Uni 3A) New Knowledge Property Offer AA19: Science & Innovation Facilities 3B) Growing Our Next Generation of Innovators AA20: HEI Research Facilities AA21: Young Innovator 3C) Smart Cities AA22: School Learner Innovation AA23: Innovation Unit AA24: Smart Transport AA25: Smart Energy Infrastructure
  • 73. Group Discussion 2 26 November 2013 3. Which three specific action areas must the Leeds City Region tackle with urgency? 4. Which action areas are out of scope and/or what else should be included and why? 100%Open 2013 74
  • 74. 26 November 2013 Present Back Timed! 100%Open 2013 75
  • 75. 26 November 2013 Summary & Next Steps 100%Open 2013 Summary & Next Steps Simon Hooton Roland Harwood 76
  • 76. 26 November 2013 Yorkshire Innovation Fund 100%Open 2013 Yorkshire Innovation Fund Nigel Woodruff 77
  • 77. Yorkshire Innovation Fund Funding new ideas to help you grow Host / venue Roadmap to a more innovative Leeds City Region, Leeds City Region LEP
  • 78. • What is YIF? • Who it is aimed at? • What types of project will be supported?
  • 79. Who is it aimed at? biorenewables advanced manufacturing, e ngineering & materials healthcare technologies turnover balance sheet ≤€50m / ≤€43m <250 low carbon
  • 80. What types of project? • New or improved product, service or process* • Organisational* innovation (ICT) • Technical feasibility study • Prototyping, testing (noncommercial) * State-of-the-art in the industry
  • 81. What types of project? • Small Innovation Project (SIP) • R&D Project (RDP) • Graduate R&D&I Placement (GRDIP) • Strategic Intervention (SI)
  • 82. SIP • Technical feasibility study for a new device • Prototyping a new digital service • Analysis of a new formulation
  • 83. RDP • Development of a new product to open up export markets • Process innovation to reduce waste and carbon footprint • A radical business model
  • 84. GRDIP • You employ an expert pair of hands on a project • We mentor and help recruit the graduate
  • 85. www.yorkshireinnovationfund.org
  • 86. 26 November 2013 Project contacts Roland Harwood Co-Founder & Networks Partner 100%Open | Somerset House | South Building | London | WC2R 1LA Phone: +44 (0)20 7759 1050| +44 (0)7811 761 435 Email: roland@100Open.com Web: www.100Open.com Twitter: @100Open 100%Open 2013 87