1. Catalyzing
Innova.on-‐Oriented
Growth,
Opportunity,
and
Prosperity
A
Strategy
for
Sustainable
Manufacturing
in
the
21st
Century
by
Leveraging
Water
and
Loca.on
2. Change is Inevitable: But How Are We Prepared?
It is not the strongest of species that
survive, nor the most intelligent, but the
ones most responsive to change.
Charles Darwin
3. Innovation is not technology – it is new ways of doing business, new
governance structures, new partnerships, new strategies.
Innovation is a social process – not just technology development but
commercialization based on networks of competencies and insights.
Innovation is based on meritocracy – what you bring to the table is far
more important than location, demographics, assets!
3
4. The Innovation Economy= Churning Economy
• Businesses start & fail
• Businesses locate & re-locate
• Jobs are created & lost
• Skills are acquired, then
become outdated
• Workers come, workers go
• Occupations grow & decline
• Corporations grow &
downsize
5. Innovation Thrusts and National Drivers
Biotechnology Nanotechnology
& Life Science & Materials
Information Technology
5
7. A New Regional Model Emerging
Then…. Now….
Texarkana
DFW
Paris Texas
Manufacturing
Tyler
Research
Trials/Testing
Services
Shreveport
Development
Texas-Mexico Houston
Border
Self-contained Specialized,
regional clusters networked regions:
Global Hubs & Nodes
7
8. A New Paradigm of the Innovation Process
Old Paradigm New Paradigm
• Job creation Wealth creation
• Funding competitions Flexible investment
• Individual projects A balanced portfolio of investments
• Funding research projects through Investing in commercialization
competitions of technology
• Managing the budget process Maximizing the return on investment
• Bureaucracy Entrepreneurial environment
• Inputs and activities Results and outcomes
• Linear commercialization process Dynamic innovation process
8
9. Business Value Chain is Decoupled
The decoupling of traditional value chain activities leads to
specialization of business activities…and new innovation models
Product Testing & Market Manufacturing
Research Development Trials & Marketing
Evaluation
Tool Outsource Contract
CRO s Companies testing manufacturing
services
9
10. Clusters of Knowledge
Industry and occupational employment remain the foundation for
competencies:
Production Strengths
• Build-What
Industry Clusters +
Skill Strengths
• Know-How
Occupational Clusters • Know-Whom
• Know-What
=
Competitive Competencies
Competencies
Examples:
• Aerospace engineering
• Consumer product dev.
Further refine • Optics research
Competency • Drug design clinical trials
definitions or Additional databases: • Bioinformatics
benchmarking • Patents • Materials logistics
• R&D
• Asset Inventory
• VC
11. Connecting Innovation-Related Competencies and Assets
As Competitive Advantage for Regional Progress: An Application Example
Gap? High
Gap? Advanced
School-
manufacturing,
Community
logistics
College Academy
Unique Infrastructure, Aligned Workforce
Information
Technology/
Specialize Equipment, Training & Skill
Creation-Monitoring
Computing/Digital Tools Programs
Industry Sector 21st Century
Specific Knowledge Regional & Global
R&D/ Networks/ Markets
Commercialization
Competencies
Conversion of Ideas
Laboratories, research parks, Into Products, Services Social Networks,
Leadership, Civic
Incubators, Centers of Excellence Leading to Economic
Stewardship
Opportunity for All
Gap? Early stage, seed Gap? Value proposition for
capital outreach to non-resident
CEOs, decision-makers
12. Water,
water
every
where….
So
how
do
we
make
it
our
compe==ve
and
innova=ve
advantage?
21. Underpinning of the Logistics
Industry
Industrial Design Adv. Manufacturing Delivery-Distribution
Linking creative services, Linking top 3-5 targets of Link Information
architecture, and opportunity around regional Technologies with
engineering – especially
engineering in the creation + competencies in know-how/
technical areas as well as + Intermodal, Surface, and Air
transportation systems
of new approaches, legacy industries and the
techniques, systems future of value chains in
(physical, infrastructure, emerging sectors
product such as devices,
drug development)
Information Technology/ Electronics
Software and electronics for logistics functions such as tracking and real-time processing
Source: DOL 21st Century Logistics Workshop
24. Current
Site
Selec=on
Process
Prospec.ve
Communi.es
Project
Criteria
(Musts
&
Wants)
Macro
Screening
&
Logis.cs
Micro
Screening
&
Compara.ve
Analysis
Community
Visits
Risk
Analysis
Final
Community
Recs
Site
Decision
25. Project Criteria – Musts
Internal
to
company
–
must
criteria
are
absolutely
essen.al
to
success
and
cannot
be
compromised
Criteria
1.
Property
Size
Yes
Go/No
Go
Screen
2.
Rail
Available
Yes
Alterna.ve
3.
Airport
-‐
1
hour
No
Eliminated
4.
Water
Available
No
5.
Gas
Available
Yes
26. Project Criteria – Wants
Internal
to
company:
Important
to
business,
but
not
absolutes;
Willing
to
concede
in
one
area
to
gain
in
another
With
musts,
companies
Criteria
1.
Labor
Size
(40%)
City
A
indifferent
between
City
A
&
City
B
2.
Opera.ng
Cost
(25%)
3.
Logis.cs
Cost
(15%)
4.
Incen.ves
(10%)
City
B
5.
Compe.tor
Loca.ons
(5%)
10
9
8
7
6
5
4
3
2
1
Most
Important
Least
Important
27. Beyond
Water….Human
Capital
Sources:
Paris Junior College
A&M Commerce
A&M Extension
UT Tyler
Partners:
Army Corp of
Engineers
Dept. of Interior
EPA
State of Texas
29. What
is
the
“Vision”?
• Paris
and
the
Red
River
Region
will
reach
2.5%
of
the
Na=onal
Market
Share
for
Sustainable
Food
and
Consumer
Good
Manufacturing
• Personal
Incomes
will
rise
by
20%
as
result
of
skill
upgrade,
employment
opportunity
in
Corporate
America
en==es
as
well
as
growth
and
startup
enterprises
• Public
sector
revenues
will
increase
in
parallel
to
investments
in
infrastructure,
facili=es,
and
opera=ons
suppor=ve
of
the
agenda
• Na=onal
and
State
pilot
projects
for
evalua=on
of
new
techniques,
technologies,
and
trade
will
be
based
in
Paris
and
the
Red
River
Region
• The
‘Paris’
Brand
will
be
equated
with
innova=on
and
quality
of
life
through
a
21st
Century
Sustainability
Model
31. The Austin Network – Overall Role among Civic,
Academic, Public Sector Leaders
Catalyst
for
Connec5ng
–
CEOs,
tech
community,
larger
community,
passions
Crea5ve
Force
for
Innova5on
–
leveraging
assets,
ins=tu=ons,
community,
entrepreneurs
Facilitate
New
Roles
–
heroism,
stakeholders,
new
philanthropy,
crea=ve
civics
Engage
Networks
–
linking
exis=ng
and
emerging
leaders
first
then
organiza=ons/
ins=tu=ons,
move
on
Internet
=me,
collabora=ve
forum
for
the
region
using
entrepreneurial
mindset
32. Innovation Advocates: Collaboration Council Agenda
Comprised
of
12-‐15
Civic
Stewards
Act
like
Civic
Venture
Capitalists
–
invest
=me,
reputa=on
and
monies
into
those
ac=ons
that
produce
the
MOST
CRITICAL
OUTCOMES
Breakdown
barriers
and
resistance
to
transforma=on
Form
Hot
Teams
on
and
around
key
projects
Produce
Annual
Performance
Report
Unabashedly
FOCUSED
ON
RESULTS
aligned
and
coordinated
among
several
organiza=ons,
ins=tu=ons,
and
en==es
Consistently
advancing
IMPLEMENTATION
OF
BIG
IDEAS
33. 3-Step Process to a Regional Innovation SWOT
1) DEFINE DEMAND: Determine how demographic, economic and
industry conditions are driving demand for new technologies, for new
skills and competencies, and for expanded assistance from the
regional eco-system…within the Red River Region (Texas, Oklahoma,
Arkansas, Louisiana).
2) ASSESS SUPPLY: Determine what the current innovation capacity
– assets, institutions, organizations, and individuals – must be
positioned to meet this demand and how well the innovation “system”
is prepared to meet the needs of companies, innovators,
entrepreneurs, and citizens.
3) IDENTIFY GAPS and STRATEGIES: Determine what gaps exist in
the supply-demand relationships of both the current and the future/
required innovation eco-system, and identify strategies and programs
to fill these gaps.
33
34. Innovation Capacity Analysis
Regional Asset Inventory and Context of Brain Power
Know
Who Colleges and Public Sector Entities Commercial and
Universities and Programs Corporate
Alignment with Clusters of Competency
Know
What
Degree Programs Skill Validation Output
Ability to Attract, Recruit, and Grow Innovation
Know
How
Outreach Support Delivery
35. The Approach to Consensus Building: Implementation Teams
Regionnovate has had continued and proven success with the application of its “implementation team”
process to multiple regions and industries. Implementation Teams consist of 15-25 leaders from business,
academia, government, and various supporting institutions that are committed to change, and focused on
leveraging critical federal, state and regional resources in areas with the most likelihood of success. The chart
below depicts the general work plan.
Finish
Start Date Date
Define the Form Finalize & Steering
Opportunities Business Execute Committee
Plans • Gain member org.
• Orient team • Select consensus implements
members priorities on each
• Define desired • Identify element of
Outcomes resources/ plans Non-Steering
• Present timeframes • Select Committee
strategic • Identify performance member org.
Recommendatio cross-cutting metrics implements
ns business and • Finalize
• Begin social issues implementati Cross-cutting
prioritization on strategy partnership
implements
Interim Meeting
Assignments
Implementation Teams present business plans to Steering Committee.
Page
35
36. Local
Assessment
PHASE
TWO:
BENCHMARKING
AND
STRATEGIC
PLANNING
Innova5on
Measures
Factor
Analysis
Compe==ve
Asset
Review
“Reality
Check”
Interview
Input
Strategic
Findings:
Strengths,
Strategic
Plan
for
Enhancing
Local
Employers
Weaknesses
and
Priori=zed
List
of
Compe..veness
overall
Recommend-‐a=ons
Target
Iden=fica=on
Research
and
Training
Compe==ve-‐ness
Ins5tu5ons
Planning/ED
Leaders
Including:
•
Ac=ons
Teams
with
Business
Plans
Compe=tor
Regions
• Organiza=onal
Leadership
Structure
Economic
History
Input
• Innova=on/
Compara8ve
Site-‐ Entrepreneurship
Selec8on
Factor
Strategy
Analysis
• Regional
Collabora=on
Plan
Target
Industry
Benchmarks
• Budget
priori=za=on
PHASE
ONE:
INNOVATION
EVALUATION
AND
ASSESSMENT
37. Next Steps
Create a Fact-Based Value Proposition
Identify Immediate, Near-Term, Long-Term
Results and Costs Associated with Initiatives
Form the Implementation Action Team
Target, Target, Target
37
38. Thank
you
for
your
interest
in
Regionnovate
and
our
ideas
Email
rss@regionnovate.com
Website
www.regionnovate.com