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Innovation Festival Western Cape


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Innovation Festival Western Cape

  1. 1. The Technology Innovation Agency (TIA): Mobilising resources for Innovation led growth and development TIA Vision and Perspectives 08 March 2010 Stelelnbosch Dr Nhlanhla Msomi, Interim CEO : TIA
  2. 2. Contents <ul><li>TIA Background and Context </li></ul><ul><ul><li>Policy Impetus </li></ul></ul><ul><ul><li>Bridging the “Chasm” </li></ul></ul><ul><ul><li>Landscape </li></ul></ul><ul><li>TIA Strategic Context </li></ul><ul><ul><li>Mandate, Mission and Objectives </li></ul></ul><ul><ul><li>Intent </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>Organisational Model and Modalities </li></ul></ul><ul><li>Way forward </li></ul><ul><ul><li>Migration and full operationalisation </li></ul></ul>
  3. 3. SA Innovation Policy & Institutional Milestones S&T White Paper Technology Foresight Studies R&D Strategy Creation of DST OECD Review 1996 2000 2002 2004 10 Year Innovation Plan TIA Act 2007 2008 2009/10 Explicit reference to Foundation for Technological Innovation (FTI) <ul><li>NSI Challenges: </li></ul><ul><li>Existence of innovation “Chasm” </li></ul><ul><li>Fragmentation of instruments </li></ul><ul><li>Narrow definition of Innovation </li></ul><ul><li>The “ Knowledge Economy ” : </li></ul><ul><li>Knowledge = basic form of capital </li></ul><ul><li>Economic growth driven by innovation </li></ul>TIA Board & CEO
  4. 4. OECD Review: Key Findings <ul><li>A long term planning Framework is needed </li></ul><ul><li>Human Capital for S&T is sub-optimal </li></ul><ul><li>The governance framework needs more vertical and horizontal integration </li></ul><ul><li>There is an innovation chasm with an insufficient number of research products directly influencing the real economy </li></ul><ul><li>Science, technology and innovation for social impact and poverty alleviation should be more pronounced and visible </li></ul>
  5. 5. Bridging the “Chasm” through local technology commercialisation and diffusion Research Development Manufacturing Local Knowledge Value added local technology Products & services OVERSEAS TECHNOLOGY SOURCES Research Development Production Technology Transfer $ Innovation “ Chasm”
  6. 6. PPP’s Private Equity Basic Research Applied Research Tech Development Manufacturing IP Value “ Early Stage” “ Intermediate VC” “ Classic VC” TIA Support Low Risk/ High Return High Risk/ Uncertain Return CoCs TIA geared towards addressing “ market failure ” and building bridges and institutional linkages along the innovation value chain : Partnerships (e.g. IDC) Partnerships (e.g. NRF) The TIA will focus its financial and non-financial offerings along the innovation chasm, and will operate with the required flexibility across the innovation value chain through mobilising and leveraging national, regional and international partnerships
  7. 7. Performers Commercialisation SETI Landscape Agencies CSIR MRC Mintek NECSA Industry TIA Industry IDC SPII Industry Industry IDC Basic Research Applied Research and Technology Development Pre-commercial R&D and Technology Development NRF General University Funds Industry Universities Science Councils Science Councils Universities Industry Science Councils Universities Industry Industry-scale technology demonstration and Commercial Start-up Industry Industry ? ?
  8. 8. TIA Mandate & Vision <ul><ul><li>The TIA Act [No 26 of 2008]: </li></ul></ul><ul><ul><li>“ The object of the Agency is to support the State in stimulating and intensifying technological innovation in order to improve economic growth and the quality of life of all South Africans by supporting the development and exploitation of technological innovations” </li></ul></ul>
  9. 9. Strategic Context <ul><li>The TIA Act frames the mandate and its context (Mission and Strategic Objectives) </li></ul><ul><ul><li>Mission provides the four strategic pillars </li></ul></ul><ul><ul><ul><li>Appropriately structured financial and non-financial interventions </li></ul></ul></ul><ul><ul><ul><li>Human capital development for innovation </li></ul></ul></ul><ul><ul><ul><li>Developing a culture of innovation </li></ul></ul></ul><ul><ul><ul><li>Leveraging local and international partnerships </li></ul></ul></ul><ul><ul><li>Strategic objectives – recurrent theme is competitiveness </li></ul></ul><ul><ul><ul><li>Leverage – capital inflows for technological innovation/transfer </li></ul></ul></ul><ul><ul><ul><li>Support development of new products and services </li></ul></ul></ul><ul><ul><ul><li>Grow number of technology-based start-ups and SME’s </li></ul></ul></ul><ul><ul><ul><li>Support key industry sectors that are better able to utilize local and international technology innovation to enhance their global competitiveness </li></ul></ul></ul><ul><li>Immediate challenge is to build an organisation that can deliver on these strategic imperatives </li></ul>
  10. 10. Strategic Vision & Intent Build the TIA organisation focusing on governance, HR, Finance, technology innovation management systems, tech SME dev, and branding Deliver first products in the market from the National Innovation Strategies. Target one high impact product per Strategy FY 2010 - 2011 FY 2012 - 2013 Restructure and Consolidate the investment portfolio, focusing on new funding instruments and support modalities Leverage and Synergy TIA’s Strategic Intent: A world class innovation agency that supports and enables technological innovation to achieve socio-economic benefits for South Africa through leveraging strategic partnerships
  11. 11. Model Internal Audit Knowledge Management Biotech & Health Energy Minerals Processing Manufacturing ICT Receive, Assign, Assess In-bound Tech Transfer Innovation for Social Impact (ISI) Other … TIA Functional overview: Assessment & Recommendations Funding Advisory & Support services Commercial & Business Expertise Finance Legal IT HR Marketing & Communication Advocacy & Capacity Development International Resources Seed/Grant ------- Soft / Convertible Loans / Equity ------- Venture Capital (PPPS) Centres of Competence (CoCs) Expert Services Technology Nursery Portfolio Management, Monitoring & Evaluation Special Purpose Vehicles (SPVs) Infrastructure Management Risk Management Strategic Relationships Corporate Services Strategic Partnerships & Enabling Services Fund Management Technology Development & Innovation Technology Commercialisation
  12. 12. FUNCTIONAL STRUCTURE Core 1 Core 2 Support 3 Support 1 Support 2
  13. 13. TIA Components <ul><ul><li>Two TIA components: </li></ul></ul><ul><ul><li>1. TIA central model: </li></ul></ul><ul><ul><ul><li>National strategy setting, planning oversight & governance (incl. Risk Management), regional support & coordination of all TIA functions </li></ul></ul></ul><ul><ul><ul><li>Funding approval </li></ul></ul></ul><ul><ul><ul><li>Executive portfolio management of investments </li></ul></ul></ul><ul><ul><li>2. TIA regional model [strategy execution & implementation]: </li></ul></ul><ul><ul><ul><li>Gauteng; EC; KZN; WC; FS & NC; NW Limpopo & MP </li></ul></ul></ul><ul><ul><ul><li>Corporate strategy execution, regional partnerships and linkages </li></ul></ul></ul><ul><ul><ul><li>Technology Nurseries: client interface and advisory services </li></ul></ul></ul><ul><ul><ul><li>Identify & assess opportunities, manage funded projects </li></ul></ul></ul>
  14. 14. Research Development Manufacturing Local IP and R&D base Value added local technology Products & services (Royalties) $ Bridging the Innovation “ Chasm” In-bound Technology Transfer - Strengthening the R&D base and reducing the development risk - STRATEGIC TECHNOLOGY / SECTOR FOCUSED NEEDS Mapping local assessed needs to: (i) technologies available offshore and (ii) local technology and manufacturing capabilities In-bound Technology Transfer based on assessed needs Increased R&D and IP base Improved manufacturing capabilities Fast-tracked product development OFFSHORE TECHNOLOGY SOURCES Research Development Production
  15. 15. Technology Business Support and Advisory Services (aka Nurseries) <ul><li>ESSENTIAL INFRASTRUCTURE </li></ul><ul><li>Technology stations </li></ul><ul><li>Technology platforms </li></ul><ul><li>Office and laboratory space </li></ul><ul><li>High value equipment </li></ul>TECHNOLOGY BASED OPPORTUNITIES TIA <ul><li>PROCESS / PRODUCT CONFIGURATION </li></ul><ul><li>(test the market) </li></ul><ul><li>Prototypes / clinical candidates </li></ul><ul><li>Essential data / proven technologies / processes </li></ul><ul><li>BUSINESS DEVELOPMENT </li></ul><ul><li>(identify market opportunity) </li></ul><ul><li>markets (what, types, sizes, dynamics, barriers, competitors, etc) </li></ul><ul><li>economic viability </li></ul><ul><li>commercial and legal (incorporation, business plan) </li></ul><ul><li>intellectual property (freedom to operate, strategic licensing </li></ul>Science Councils Higher Education Institutions Techno- entrepreneurs VIABLE TECHNOLOGY BASED ENTERPRISES <ul><li>ADVISORY SERVICES </li></ul><ul><li>Portfolio managers </li></ul><ul><li>Project management </li></ul><ul><li>Business warehouse </li></ul><ul><li>Expert Services </li></ul><ul><ul><li>IP management </li></ul></ul><ul><ul><li>Commercialisation </li></ul></ul><ul><li>Technology Transfer </li></ul><ul><ul><li>Capacity/Infrastructure </li></ul></ul><ul><ul><li>In-bound technologies </li></ul></ul>
  16. 16. Strategic Investment Portfolio: High Impact Projects <ul><li>Clearly defined domestic market, pref. with a strong public sector pull (AMC): </li></ul><ul><ul><li>Particularly national priorities such as health, education, rural development </li></ul></ul><ul><li>Technology must be mature and IP possibly out of patent </li></ul><ul><ul><li>Manufacturing bias </li></ul></ul><ul><li>Ability of the in-house TIA </li></ul><ul><ul><li>Commercialisation & IP unit to negotiate technology transfer </li></ul></ul><ul><ul><li>Technology project managers to source, evaluate utility, and facilitate transfer from technology sources to SME’s </li></ul></ul><ul><li>Availability of an appropriate local private sector company (preferably SME) </li></ul><ul><li>Focus will be on current investment/projects portfolio, with the In-Bound strategy filling the gaps in the IP to move through the chasm: </li></ul><ul><ul><li>Engineering capabilities required for product manufacturing provided by internal platforms such as Tshumisano and AMTS </li></ul></ul><ul><ul><li>Intensive mining of the inherited investment portfolio </li></ul></ul><ul><li>TIA will develop and execute an Implementation Plan by Q4, FY2010/11 </li></ul><ul><ul><li>Will require additional funding </li></ul></ul>
  17. 17. Way forward: Board appointed April ‘09 Dr Mamphela Ramphele (Chair) Dr Patrick Ngwenya (Deputy Chair) Ms Cheryl Carolus Prof. Susan Harrison Dr Steven Cornelius Ms Helen Brown Mr Craig Venter Mr Ilan Lax Mr Ross Norton Dr Nhlanhla Msomi (Member of Board & Acting CEO)
  18. 18. Thank You!