2013 cambridge thoughts from the trenches innovation & competitiveness rohit shukla, ceo larta institute & larta inc.california


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2013 cambridge thoughts from the trenches innovation & competitiveness rohit shukla, ceo larta institute & larta inc.california

  1. 1. Thoughts from the Trenches: Innovation & Competitiveness Rohit Shukla, CEO Larta Institute & Larta Inc. California How to of innovation, technology & entrepreneurship A World Bank Forum Cambridge, UK, June 22 2013
  2. 2. © 2013 LartaInstitute. All Rights Reserved About Larta Founded 1993 as non-profit professional services firm Contractual relationships with technology- driven U.S. federal agencies: 300 ventures/year, diverse sectors, representing $200M/year in R&D support World-class mentor teams and industry relationships supporting Innovation and enterprise development Global Bridge™ programs enable insights and engagements across the innovation spectrum in countries throughout the world MISSION: Vastly improve the transition of scientific and technological breakthroughs from the lab to the marketplace to benefit regional and national economies and societies
  3. 3. © 2013 LartaInstitute. All Rights Reserved Innovation Programs Management Transferring our expertise to local program managers Implementing commercialization and tech-transfer programs that adapt to local realities Recommending policies that accelerate the success of tech-based entrepreneurs Linking local networks to established global networks to help nurture tech-based entrepreneurs Building Local Capacity We work with national/regional entities, and multilateral orgs to promote innovation through commercialization
  4. 4. Documentation & Evaluation • Real-time tracking of companies’ performance − During and After program participation − Tracking intervals over 18 months after the program − Online portal: efficiency, transparency • Local mentor groups • Local Industry Advisory Boards • Participating companies in programs • Enduring connection to (use of) Larta network in US Tools Metrics At the Company Level • Quantitative: Investment funds raised, grant/loans received, new jobs created, partnerships, patents, new products, product sales, financial indicators, etc. • Qualitative: Success Stories Metrics At the Agency Level
  5. 5. Larta Program Success Metrics* results since 2005 alone… Results DIRECTLY ATTRIBUTED by Larta alumni companies to their participation in a Larta Commercialization Assistance Program 129 $550 23 650 R&D grants – non dilutive ($65.5m in aggregate) Million Raised Strategic introductions (per year) Acquisitions * Data verified and utilized by the federal agencies to validate their Larta-contracted programs and to attract new participants
  6. 6. © 2013 LartaInstitute. All Rights Reserved Global Partnerships Malaysia • Ministry of S&T and Innovation • Biotechcorp • Prime Minister Brazil • EMBRAPA • FINEP, FAPEMIG, F APESP Japan • METI, NEDO • Bi-lateral council on innovation and entrepreneurship • University TT: Osaka, Tohoku, Kyoto • AIST (National Institute of Advanced Industrial S&T) Canada • Ontario Agri-Food Technologies (OAFT) • Ontario Centers of Excellence • Canadian foreign office network • Conference Board of Canada Netherlands • Ministry of Economic Affairs, Agricultur e and Innovation South Africa • The Innovation Agency of South Africa Romania • GEA Strategy & Consulting, CRIDL • Romania America Foundation New Zealand • NZT&E Current Partnerships Newly Established Partnerships
  7. 7. © 2013 LartaInstitute. All Rights Reserved A New Perspective on STI • Conventionally: STI usually stands for “science, technology, and innovation.” • It should stand for “Solve, Transform, and Impact.” (Prof. R.A. Mashelkar)
  8. 8. © 2013 LartaInstitute. All Rights Reserved STI Capacity Building • “STI capacity building is about building the technical, vocational, engineering, entrepreneurial, managerial, and scientific capacity to solve each country’s pressing social and economic problems, transform their societies, and have a positive impact on the standards of living and quality of life.” (Watkins &Ehst, World Bank, Science, Technology & Innovation, 2008) • An indispensable tool for promoting sustainable, inclusive globalization.
  9. 9. Some principles • Rallying cry – STI is driving force of economies - Employment, revenue, wealth-creation - Food chain: finding your optimum place (not “top down”) - Asset-mapping: “What do we have?” “What can we build?” • Innovation – Original or applied? - Too often: emphasis on original (the “wow” factor) - First, see howit serves the home market (regional, local) - Does it solve(a) problem(s): local, regional, global? - Does it integrate with current solutions?
  10. 10. Things to understand • Entrepreneurship is a global imperative - Creating opportunities, liberating opportunism, upgrading capacity - Exploiting your local/regional asset base - Entrepreneurs are, of necessity, not parochial • Knowledge flows, between economies, between regions, between researchers, between entrepreneurs - A vital factor in the upgrading of capacity, accelerating economic value, diminishing the impact of isolation - Allows for all countries to engage globally • Examples:IT sector in Egypt, outsourcing industry in West Africa (Ghana), West Indies (Jamaica), localization services (Uruguay)
  11. 11. Issues to confront.. And avoid • Rush to innovation - Countries focused on the “brass ring” - “Me too” phenomenon of international economic development - The “cluster craze” makes for overreach and envy • Inability to achieve scale and critical mass - Narrow niches are limited in scope and limit capacity- building - In a highly-interconnected world, where inputs are highly co- dependent, can there be unique “national competitive advantage?” • Lack of exposure and commercialization “immersion” - Entrepreneurs, even “natural” home-grown ones, suffer
  12. 12. So what do regions/countries do? • Understand your place in the “food chain” - Original innovation is hard to come by, not effective to basepolicy entirely on its promise - Focus on adapted innovation that first solves local problems, issues, markets - Develop competitive intelligence, understanding of the state of the world in relation to specific areas of competence
  13. 13. © 2013 LartaInstitute. All Rights Reserved Innovation and competitiveness  Develop your ability to understand (national) capabilities in science, technology, creativity, to project: • production capacity • sustainability of opportunities (enterprises and employment) • high attainment of research ability • adaptive use of innovations developed elsewhere
  14. 14. Focus on productivity, knowledge, adaptability • It is more useful to focus on “productivity”  The production and dissemination of knowledge may lead to greater outputs  “Creative” societies may become more competitive • Adaptability, right-brain/left-brain learning • Creative output enables stronger “narratives” • Non-linear pursuits project ability to process complexity, dynamic signals
  15. 15. © 2013 LartaInstitute. All Rights Reserved In an interconnected world… • Within economic blocs, especially:  Need to gauge technological and knowledge capabilities to create innovative enterprises, workers, and public services  Primary, secondary market considerations: higher value-added goods and services relevant to global demand  “Lifelong learning”: mobile platforms, online practices, “open learning” tools, commercialization of innovation  Mobility of people (across the “food and value chain”) is a measure of readiness to compete in a dynamic (i.e. ever-changing) environment • Policy concerns around commercialization: across the chain  Developing capabilities, capacity, market adaptability for emerging and established companies (SMEs, others)  Is “high growth” the central concern for innovation management?
  16. 16. © 2013 LartaInstitute. All Rights Reserved From Larta-20 years and counting: Lessons Learned • The success of innovation programs is highly dependent on establishing deep and broad “networks of trust”, globally.  This includes both informal and formal networks that take years to develop. • Sharing information and knowledge enhances efforts toward cultivating innovation and competitiveness:  Collaborative structures need to be convened • Inter-ministry, stakeholders – citizens, associations of entrepreneurs, researchers, large company managers and successful people from Diaspora and locally. • Feedback loops (continuing feedback from market and policy sources) is critical to innovation programs – and competitiveness  Engagement with global market intelligence (what is value-added activity? What are our competitive strengths? What should we NOT do?).
  17. 17. © 2013 LartaInstitute. All Rights Reserved In conclusion • A competitiveness strategy stars with a competitive analysis  Do so only after you understand what you are up against • Who are you “competing” with (profile, position, principle)?  Do so only after you know that the indices you are looking to enhance matter to your positioning as a country • Is there a compelling (national) interest and/or critical mass and/or consistent capability? • Institute knowledge production as a key contributor to national output • Know that innovationcapacity is key to retention,sustainability and competitiveness:  Skilled people, growing enterprises, good opportunities  Mobility enables adaptability but can also enable migration! • And finally….
  18. 18. This is a slippery, body contact sport!
  19. 19. Twenty years from now you will be more disappointed by the things that you didn't do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover. -- Mark Twain Notable Quotable
  20. 20. © 2013 LartaInstitute. All Rights Reserved Thank You Rohit K. Shukla Founder & CEO Larta Institute www.larta.org rshukla@larta.org