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4. ebdrup understanding and benchmarking ecosystems


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4. ebdrup understanding and benchmarking ecosystems

  1. 1. INTRO
  2. 2. INTRO In Denmark, new companies account for 9% of the employment. In the US, new companies account for 25% of the employment DK USA More than 10 years old 1-10 years old 0-1 years old Source Ibsen og Westergaard-Nielsen (2010): Job creation by Firm in Denmark & Haitiwanger og Miranda (2010): Who Creates Jobs? Small vs. Large vs. Young. Se FORA (2010): Den danske produktivitetsudfordring.
  3. 3. INTRO ECOSYSTEMS Benchmark of ecosystems We have benchmarked regional ecosystems in IT, Biotech and Cleantech in the US, Canada and Europe The benchmarks are based on 4 indicators: Dealmakers, Venture capital, Patents, Location coefficient
  4. 4. INTRO ECOSYSTEMS Ecosystem ratings for USA and Northern Europe IT & Tele Source: Own calculations Biotech
  5. 5. INTRO ECOSYSTEMS Strong ecosystems emerge when open and innovative companies - mother companies - are active in the ecosystem and When successful entrepreneurs serial entrepreneurs - remain in the region and reinvest time and resources
  6. 6. INTRO ECOSYSTEMS BIOTECH Danish Biotech Ecosystem We interviewed key players from the Danish biotech International data on employment, venture capital and university research illustrates the standing of the Danish biotech cluster
  7. 7. INTRO ECOSYSTEMS BIOTECH The biotech cluster in Copenhagen is one of the biggest in Europe, but far behind the best clusters in the US The reason for the relative success was access to venture capital and experienced professionals from established companies e.g. Novo Nordisk
  8. 8. INTRO ECOSYSTEMS BIOTECH "In the late 1990s there was relatively easy access to venture capital. There was a strong belief in the new technology, and there was access to public co-financing from the Growth Fund. In 1998, Zealand Pharma raised 175 million DKK in seed capital.” “It can be a challenge to become CEO of a new biotech company for an employee from e.g. Novo or Lundbeck if they haven't been part of the management team which often both formulate and execute the strategy.” Eva Steiness, Eva Steiness, “Many of the leading Danish biotech companies were established in the period 1998 to 2001 and many of them by talented people from Novo, who had some great ideas and was supported by Novo to take the step. Without any doubts, it has helped to bring the Danish biotech cluster up among the world's largest clusters" Vækstfonden Christian Motzfeldt, Vækstfonden New Pharma Copenhagen Business School "The culture at large companies play an important role in Danish biotech. It is important that talented people can join a startup for a while, and still feel they are welcome back. Established companies may be important facilitators when people try to break new ground and start their own business" Mads Øvlisen,Copenhagen Business School
  9. 9. INTRO ECOSYSTEMS REPORTS CONCLUSION Until now it has been a widespread assumption that strong ecosystems develop randomly - depending on culture, local assets and individuals
  10. 10. INTRO ECOSYSTEMS REPORTS CONCLUSION But based on our findings, we will argue that this could happen by intent anywhere If large established companies are open and play an active role in the ecosystem And if successful entrepreneurs stay in the region and reinvest their time and resources in the ecosystem
  11. 11. INTRO ECO-SYSTEMS REPORTS CONCLUSION ACTION CALL FOR ACTION Who should act? Established companies Venture capitalists Universities Politicians
  12. 12. INTRO ECO-SYSTEMS REPORTS CONCLUSION ACTION STATEMENTS Danish Ecosystem Project Objective Develop the ecosystem in Copenhagen together with private stakeholders Approach Working with an American expect, involving large companies at high level Outcome Workshop med 10-15 largest Danish companies, case stories, international CEOs Take away Be careful with the framing High level, high quality (public sector a con)
  13. 13. INTRO ECO-SYSTEMS REPORTS CONCLUSION ACTION STATEMENTS Ecosystems are a new policy area with no size fits all, but clearly a role for the public sector to facilitate stake holder dialogue – every ecosystem needs a different approach, depending on the relevant stake holders Ecosystems are dependent on a strong private sector involvement – in order to be sustainable this involvement must rest on the companies own long term competitiveness interest, not CSR
  14. 14. Thank You! TE@EBST.DK