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Catalyzing	
  Innova.on-­‐Oriented	
  Growth,	
  
       Opportunity,	
  and	
  Prosperity	
  

A	
  Strategy	
  for	
  Sustainable	
  Manufacturing	
  in	
  the	
  
21st	
  Century	
  by	
  Leveraging	
  Water	
  and	
  Loca.on	
  	
  
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
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	
  
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become outdated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
Innovation Thrusts and National Drivers




     Biotechnology        Nanotechnology
     & Life Science       & Materials




           Information Technology




                                           5	
  
Regionalism on the Rise




6	
  
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	
  
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	
  
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	
  
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
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
Water,	
  water	
  every	
  where….             	
  
 So	
  how	
  do	
  we	
  make	
  it	
  our	
  
compe==ve	
  and	
  innova=ve	
  
           advantage?        	
  
The	
  Scien=fic	
  Perspec=ve	
  of	
  Water	
  Use	
  
Paris Texas Presentation  Richard Seline
It	
  is	
  not	
  some	
  far-­‐fetched,	
  ‘tree-­‐hugger’	
  
philosophy…this	
  is	
  a	
  permanent	
  business	
  model         	
  
Paris Texas Presentation  Richard Seline
Paris Texas Presentation  Richard Seline
Paris Texas Presentation  Richard Seline
Food	
  Produc=on,	
  Manufacturing	
  and	
  Delivery:	
  
                                                       	
  
            A	
  New	
  Sustainable	
  Model	
  
                                            	
  
Water	
  and	
  the	
  Supply	
  Chain	
  
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
Aerotropolis Schematic




       Source: Aerotroplis.com
Loca=on	
  remains	
  vital	
  in	
  a	
  strategy	
  
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	
  
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	
  
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	
  
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
A Project Approach:
         Red River Sustainability and
                 Innovation Initiative



28	
  
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	
  
Lessons	
  Learned:	
  Best	
  Principles	
  
                                         	
  
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	
  
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	
  
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	
  
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
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	
  
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	
  
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	
  
Thank	
  you	
  for	
  your	
  interest	
  in	
  
        Regionnovate	
  and	
  our	
  ideas	
  
	
  
                 Email	
  rss@regionnovate.com	
  
                Website	
  www.regionnovate.com	
  	
  

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Paris Texas Presentation Richard Seline

  • 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  
  • 6. Regionalism on the Rise 6  
  • 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?  
  • 13. The  Scien=fic  Perspec=ve  of  Water  Use  
  • 15. It  is  not  some  far-­‐fetched,  ‘tree-­‐hugger’   philosophy…this  is  a  permanent  business  model  
  • 19. Food  Produc=on,  Manufacturing  and  Delivery:     A  New  Sustainable  Model    
  • 20. Water  and  the  Supply  Chain  
  • 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
  • 22. Aerotropolis Schematic Source: Aerotroplis.com
  • 23. Loca=on  remains  vital  in  a  strategy  
  • 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
  • 28. A Project Approach: Red River Sustainability and Innovation Initiative 28  
  • 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  
  • 30. Lessons  Learned:  Best  Principles    
  • 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