Technology Ventures
             Dr. Angel Salazar
Digital Business and Management Systems Division
Manchester Metropolita...
The successful companies of the next
10 years may be start ups or
established players but they will ‘think
big, start smal...
There’s never been a better worse
time to start a business.
                           Phil Jones
      Executive Director...
Manchester: Past, Present and Future
How do we ensure a
          successful transition?
• Promoting the right economic environment to
  attract and encourage ...
Creating the IT Nation
           • “Information Technology is
             the driving force of a global
             com...
Some Facts

• 77% of UK’s 27 million workforce
  use IT in their everyday jobs.

                                      8.5...
Overall Impact of IT on Workforce
Innovation Nation
         • The Innovation Nation
           report marked a shift
           towards Demand-driven
     ...
So, what drives innovation?
• Clear and robust IP legal frameworks.
• Access to venture capital.
• The demand for innovati...
The Need for New Partnerships
• Gradual shift from technology-push linear
  models towards dynamic and interactive
  innov...
From Technology Transfer Towards
         Technology Venturing
• Shifts from university technology transfer
  managers, an...
Thanks for listening!
If you have any questions about this presentation, please feel
           free to email me at a.sala...
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Past, Present and Future of Innovation

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Copyright - Angel Salazar, Manchester Metropolitan University Business School, 2010

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Past, Present and Future of Innovation

  1. 1. Technology Ventures Dr. Angel Salazar Digital Business and Management Systems Division Manchester Metropolitan University Business School
  2. 2. The successful companies of the next 10 years may be start ups or established players but they will ‘think big, start small and move fast’ in their innovation and growth. Julie Meyer CEO of Ariadne Capital
  3. 3. There’s never been a better worse time to start a business. Phil Jones Executive Director, Brother UK
  4. 4. Manchester: Past, Present and Future
  5. 5. How do we ensure a successful transition? • Promoting the right economic environment to attract and encourage investment. • Developing the supporting human, social and technological capabilities. • Identifying sustainable business models and innovation strategies promoting inter- connected business ecosystems. • Forging new partnerships that cross current institutional boundaries.
  6. 6. Creating the IT Nation • “Information Technology is the driving force of a global competitive workforce and economy, underpinning innovation, competitiveness and long-term prosperity. • The UK has the potential to generate an additional £35 billion of Gross Value Added to the economy within the next decade.”
  7. 7. Some Facts • 77% of UK’s 27 million workforce use IT in their everyday jobs. 8.5% • US multinational firms are on average more productive than UK firms, and 80% of this advantage is explained by the better use of IT.
  8. 8. Overall Impact of IT on Workforce
  9. 9. Innovation Nation • The Innovation Nation report marked a shift towards Demand-driven innovation policies, as opposite to Supply-push innovation. • Evidence of this is the recent initiatives and competitions steered by the Technology Strategy Board.
  10. 10. So, what drives innovation? • Clear and robust IP legal frameworks. • Access to venture capital. • The demand for innovative products and services. • Affordable access to next-generation network infrastructures supporting the creation of new digital businesses.
  11. 11. The Need for New Partnerships • Gradual shift from technology-push linear models towards dynamic and interactive innovation approaches. • Idea generation, experimentation, commercialization and diffusion need to be orchestrated in order to maximise the value creation potential of the different actors within the innovation ecosystem.
  12. 12. From Technology Transfer Towards Technology Venturing • Shifts from university technology transfer managers, and incubator managers, towards eclectic teams of university scientists, graduate entrepreneurs, business deal makers, investors and social actors promoting the adopting of new products, practices and services. • The above requires new roles such as multi- disciplinary translators and social activists, not just technologists and investors.
  13. 13. Thanks for listening! If you have any questions about this presentation, please feel free to email me at a.salazar@mmu.ac.uk

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