Paris Texas Presentation Richard Seline

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  • 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 thatsurvive, nor the most intelligent, but theones 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Businesses start & fail• Businesses locate & re-locate• Jobs are created & lost• Skills are acquired, thenbecome outdated• Workers come, workers go• Occupations grow & decline• Corporations grow &downsize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  
  • 6. Regionalism on the Rise6  
  • 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 & Nodes7  
  • 8. A New Paradigm of the Innovation ProcessOld 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 process8  
  • 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 services9  
  • 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 researchCompetency •  Drug design clinical trialsdefinitions or Additional databases: •  Bioinformaticsbenchmarking •  Patents •  Materials logistics •  R&D •  Asset Inventory •  VC
  • 11. Connecting Innovation-Related Competencies and AssetsAs 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?  
  • 13. The  Scien=fic  Perspec=ve  of  Water  Use  
  • 14. It  is  not  some  far-­‐fetched,  ‘tree-­‐hugger’  philosophy…this  is  a  permanent  business  model  
  • 15. Food  Produc=on,  Manufacturing  and  Delivery:     A  New  Sustainable  Model    
  • 16. Water  and  the  Supply  Chain  
  • 17. Underpinning of the Logistics IndustryIndustrial Design Adv. Manufacturing Delivery-DistributionLinking creative services, Linking top 3-5 targets of Link Informationarchitecture, and opportunity around regional Technologies withengineering – especiallyengineering in the creation + competencies in know-how/ technical areas as well as + Intermodal, Surface, and Air transportation systemsof new approaches, legacy industries and thetechniques, systems future of value chains in(physical, infrastructure, emerging sectorsproduct 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
  • 18. Aerotropolis Schematic Source: Aerotroplis.com
  • 19. Loca=on  remains  vital  in  a  strategy  
  • 20. 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  
  • 21. 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  
  • 22. 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  
  • 23. 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
  • 24. A Project Approach: Red River Sustainability and Innovation Initiative28  
  • 25. 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  
  • 26. Lessons  Learned:  Best  Principles    
  • 27. The Austin Network – Overall Role among Civic, Academic, Public Sector LeadersCatalyst  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  
  • 28. 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  
  • 29. 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  
  • 30. Innovation Capacity Analysis Regional Asset Inventory and Context of Brain PowerKnow Who Colleges and Public Sector Entities Commercial and Universities and Programs Corporate Alignment with Clusters of CompetencyKnow What Degree Programs Skill Validation Output Ability to Attract, Recruit, and Grow InnovationKnow How Outreach Support Delivery
  • 31. The Approach to Consensus Building: Implementation TeamsRegionnovate 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 onleveraging critical federal, state and regional resources in areas with the most likelihood of success. The chartbelow 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  
  • 32. 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  
  • 33. 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, Target37  
  • 34. Thank  you  for  your  interest  in   Regionnovate  and  our  ideas     Email  rss@regionnovate.com   Website  www.regionnovate.com