Uppsala BIO - An agent of change

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A presentation on the Uppsala biotech cluster and its cluster organization - Uppsala BIO. In this presentation, Uppsala BIO is seen as an agent of change in terms of its strategy and efforts to improve the competitiveness of the Uppsala biotech cluster.

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Uppsala BIO - An agent of change

  1. 1. Energizing Change through Network Leadership ----- Uppsala BIO – The Life Science Initiative Dr. Robin Teigland Stockholm School of Economics, CiND [email_address] www.knowledgenetworking.org
  2. 2. Uppsala – One of the world’s most biotech-concentrated cities? <ul><li>Number of companies </li></ul><ul><ul><li>174 (+ 22% since 2003) </li></ul></ul><ul><li>Private employees </li></ul><ul><ul><li>4 320 (+ 6% since 2003) </li></ul></ul><ul><li>Turnover of companies with HQ in Uppsala </li></ul><ul><ul><li>SEK 13.2 bln (+ 38% since 2003) </li></ul></ul><ul><li>Tools for diagnostics </li></ul><ul><li>Tools for effective pharmaceutical development & production </li></ul>Areas of Expertise www.uppsalabio.com
  3. 3. IgE Phadia 230 MUSD Dextran <ul><li>Pharmacia Biotech </li></ul><ul><li>Amersham Biosciences </li></ul><ul><li>GE Healthcare </li></ul><ul><li>825 MUSD </li></ul>Solvay Pharma (NeoPharma), 3 MUSD Electrophoresis Function of Hyaluronic acid 2000 Duodopa 1960 1940 Personal Chemistry Microwave synthesis Pyrosequencing Pyrosequencing SPR Biosensors Biacore (Part of GE Healthcare) Q-Med 147 MUSD Biotage 33 MUSD 1980 Turnover (2006) AMO Uppsala 77 MUSD Heparin Fragmin™ Padlock Probes Olink 1,5 MUSD Neuropeptides effect on ocular blood flow Xalatan ™ 1,3 BUSD An impressive record of research turned into innovations and growth Research
  4. 4. But significant challenges in an increasingly competitive world <ul><li>Difficulty in achieving commercial growth </li></ul><ul><ul><li>How to secure funding for growing companies, ensure profitability, and get them to stay in Uppsala? </li></ul></ul><ul><li>Declining long-term supply of competence </li></ul><ul><ul><li>How to awaken young people’s interest in science and to secure management skills? </li></ul></ul><ul><li>Unstable pipeline of new ideas </li></ul><ul><ul><li>How to establish research fields plus technology transfer? </li></ul></ul><ul><li>Relatively dated infrastructure </li></ul><ul><ul><li>How to secure transition from university town to a modern international city? </li></ul></ul>
  5. 5. <ul><li>Purpose: To support the development of research results into prototypes, products, and sustainable companies </li></ul><ul><li>Vision: To establish the Uppsala-Stockholm region as one of the world’s five leading biotechnology regions </li></ul>A local initiative from life science industry, universities, and regional development bodies Uppsala BIO – the life science initiative
  6. 6. Uppsala BIO and Uppsala University <ul><li>CiND - Centre for Research on Innovation and Industrial Dynamics </li></ul><ul><li>Main activities </li></ul><ul><ul><li>Participate in and support Uppsala BIO’s process </li></ul></ul><ul><ul><li>Evaluate cluster development and UB’s impact through surveys 2004, 2006, 2008 </li></ul></ul><ul><ul><li>Support spin-off activities, e.g., cooperation with universities at the masters level </li></ul></ul><ul><ul><li>Critically evaluate Uppsala BIO and develop cluster related theories </li></ul></ul>
  7. 7. Looking at the Uppsala Biotech Cluster as a network of interacting actors Government is quite distant from all commercial actors Government Academic/research Biotech companies Service companies Finance companies Institutes for collaboration 2004 survey
  8. 8. Building bridges between the different worlds “ I have been to several meetings organized by Uppsala BIO, but as a university professor, I feel really out of place among all those young businessmen in suits. As a natural scientist, who am I supposed to speak with?” Survey 2006 respondent comment
  9. 9. What is Uppsala BIO really working to achieve? Consulting Company Licensing Research Trade sale Start-up Commercialization path Changes in attitudes and behaviors – “ Weaving competitiveness into everyday life” Collaboration between academia and industry for competitive commercialization
  10. 10. Adapted from Kotter 1996 2. Build a powerful guiding coalition 1. Establish a sense of urgency 3. Create and communicate a compelling vision 8. Consolidate improvements and produce more change 4. Develop an effective activity plan 5. Choose a change specialist as a project leader 6. Ensure commitment and empower others 7. Plan for and create short-term wins Uppsala BIO: An agent of change? Eight steps to successful change (from Business Administration)
  11. 11. 1. Establish a sense of urgency Forces for change Forces for stability The status quo Kotter 1996, Burnes 2004 “ Well over 50% of organizations fail in this phase.”
  12. 12. UB created a sense of urgency through the decline of Pharmacia <ul><li>Until mid-1990s </li></ul><ul><ul><li>Pharmacia one of largest employers outside the public sector - over 4000 employees </li></ul></ul><ul><li>But after mid-1990s </li></ul><ul><ul><li>Pharmacia sold off and merged divisions with foreign companies so employees rapidly declined </li></ul></ul><ul><li>Sense of urgency: </li></ul><ul><ul><li>Declining regional biotech competence </li></ul></ul><ul><ul><li>Companies leaving the region </li></ul></ul><ul><ul><li>Decreasing number of jobs </li></ul></ul>
  13. 13. Challenge: Individuals experience sense of urgency at different levels Completely disagree Completely agree The Stockholm-Uppsala region is one of the world’s five leading life science regions. Neutral Average 2008 survey
  14. 14. 2. Build a powerful guiding coalition <ul><li>Shared understanding & right attitude </li></ul><ul><ul><li>Share vision </li></ul></ul><ul><ul><li>Committed to vision </li></ul></ul><ul><li>Access to necessary resources across sectors </li></ul><ul><ul><li>Formal position power </li></ul></ul><ul><ul><li>Reputation </li></ul></ul><ul><ul><li>Expertise </li></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Strong informal networks </li></ul></ul>Beer 2002, Kotter 1996 The team that will lead the change But look out for people with big egos or “snakes”
  15. 15. County Admin. Swedish Univ. of Agriculture Chamber of Comm. County Council Uppsala Municipality STUNS CEO Vinnova Swedish Univ of Agric Uppsala Municipality Industry Uppsala BIO Steering Committee Visibility Innovation Competence Uppsala BIO-X Uppsala Univ CIND Uppsala University Uppsala BIO Management Uppsala BIO - A complex project organization University Hospital Scientific Advisory Board Uppsala University Coordinating Committee
  16. 16. Uppsala BIO ”Owners” - Financers <ul><li>ALMI Företagspartner Uppsala </li></ul><ul><li>AlphaHelix AB </li></ul><ul><li>Advanced Medical Optics AB </li></ul><ul><li>AroCell AB </li></ul><ul><li>Biotage AB </li></ul><ul><li>Connect Uppsala </li></ul><ul><li>Denator AB </li></ul><ul><li>Doxa AB </li></ul><ul><li>GE Healthcare Bio Sciences AB </li></ul><ul><li>Chamber of Commerce </li></ul><ul><li>Innovationsbron i Uppsala </li></ul><ul><li>MikroKemi AB </li></ul><ul><li>Olink AB </li></ul><ul><li>Orexo AB </li></ul><ul><li>Pharma Consulting Group AB </li></ul><ul><li>Phadia AB </li></ul><ul><li>Q-Med AB </li></ul><ul><li>Regional Development Council </li></ul><ul><li>Semcon AB </li></ul><ul><li>Swedish University of Agricultural Sciences </li></ul><ul><li>Solvay Pharma AB </li></ul><ul><li>Statisticon AB </li></ul><ul><li>Svanova Biotech AB </li></ul><ul><li>City of Uppsala </li></ul><ul><li>Uppsala University </li></ul><ul><li>Uppsala University Hospital </li></ul><ul><li>Uppsala University Holding AB </li></ul><ul><li>Åmic AB </li></ul>Industry, academic, and government sectors all represented!
  17. 17. Challenge: Ensure diversity across sectors and organizational size Teigland 2003 Avoid a closed “old boys network”
  18. 18. 3. Create and communicate a compelling vision <ul><li>How? </li></ul><ul><ul><li>Use several channels regularly </li></ul></ul><ul><li>What? </li></ul><ul><ul><li>Keep it simple </li></ul></ul><ul><ul><li>Use success stories </li></ul></ul><ul><li>Who? </li></ul><ul><ul><li>Identify key opinion leaders </li></ul></ul>But listen as well!! Adapted from Kotter 1996
  19. 19. <ul><li>Purpose: To support the development of research results into prototypes, products, and sustainable companies </li></ul><ul><li>Vision: To establish the Uppsala-Stockholm region as one of the world’s five leading biotechnology regions </li></ul>A local initiative from life science industry, universities, and regional development bodies Uppsala BIO – the life science initiative
  20. 20. Communication strategy <ul><li>It’s not only about telling the world what happens here in the region. Communication is also about creating arenas for meetings and networking. Informal BIO-Pubs, partnering conferences, and newsletters are just some of the channels to meet with Uppsala’s biotechnology. </li></ul>
  21. 21. Challenge: Uppsala BIO’s vision appears to be clear, but the business sector is less sure. Strongly disagree Strongly agree Neutral 2006 survey
  22. 22. 4. Develop an effective activity plan <ul><li>Create the vision </li></ul><ul><ul><li>To direct and coordinate the change effort </li></ul></ul><ul><li>Develop an effective activity plan </li></ul><ul><ul><li>To engage people through participation </li></ul></ul><ul><ul><li>To find their “passion” </li></ul></ul><ul><ul><li>To overcome forces for stability </li></ul></ul>Adapted from Kotter 1996
  23. 23. The Action Plan Uppsala BIO: A facilitator, not an operator ! <ul><li>Support market-oriented research </li></ul><ul><li>Provide innovation support </li></ul><ul><li>Ensure long-term supply of competence </li></ul><ul><li>Attract new resources through marketing </li></ul>
  24. 24. All Uppsala BIO activities are seen as valuable Extremely unvaluable Extremely valuable Neutral 2006 survey
  25. 25. Challenge: Relative value of activities varies greatly by sector and by involvement in UB +++ 1st valuable, ++ 2nd valuable, + 3rd valuable, – Least valuable Some columns have several activities with same value ranking due to equal values 2006 survey Academia Industry Government   Activity Pers inv Inv org Uninv org Pers inv Inv org Uninv org Pers inv Inv org Uninv org Bio-Pubs     – ++ +++ ++     – Uppsala BIO website +   +++   – + ++     Uppsala BIO newsletter   – ++     +++     + BIO-X projects   +++   ++       ++ –   UIC programs + ++ +++     +++ ++ – Advice on patent/IP ++ +++   + ++   ++   +++ Career Days – ++   – – – +   External visitors’ activities     ++     +   ++ +++ ++
  26. 26. Challenge: Different underlying objectives <ul><li>Government </li></ul><ul><li>To improve public services </li></ul><ul><li>Industry </li></ul><ul><li>To make profits </li></ul><ul><li>University </li></ul><ul><li>To advance research </li></ul>Uppsala BIO
  27. 27. 5. Choose a change specialist as project leader <ul><li>A networked “host” and “politician” </li></ul><ul><li>Understands, respects, and balances all stakeholder interests </li></ul><ul><ul><li>Experience in different sectors </li></ul></ul><ul><li>Good communicator and contact maker </li></ul><ul><ul><li>Experience in change </li></ul></ul>University Industry Uppsala BIO Project Leader Academia Challenge: Skills required change over time
  28. 28. 6. Ensure commitment and empower others to act on the vision Do people have the resources to act? Do people have the appropriate skills to act? Do the structures & systems align with the vision? Adapted from Kotter 1996
  29. 29. Challenge: Uppsala BIO – A modest budget <ul><li>Yearly budget of around SEK 20 million </li></ul><ul><ul><li>SEK 14 million SEK in cash </li></ul></ul><ul><ul><li>SEK 6 million in kind </li></ul></ul><ul><li>Financers </li></ul><ul><ul><li>VINNOVA-Swedish Agency for Innovation Systems </li></ul></ul><ul><ul><li>Universities </li></ul></ul><ul><ul><li>Local and regional development bodies </li></ul></ul><ul><ul><li>Industry </li></ul></ul>
  30. 30. Innovation support – together with Uppsala Innovation Centre <ul><li>Conducts scouting for spin-offs at universities and industry </li></ul><ul><li>Supports incubator focused on commercialization, financing, and future viability </li></ul><ul><li>Provides access to broad external network of business advisors and financers </li></ul><ul><li>Supports entrepreneurship and alumni programs </li></ul>Business Start Business Lab Business Accelerator Alumni Growth www.uic.se
  31. 31. Long-term supply of competence <ul><li>Offers coaching and leadership programs for life science management </li></ul><ul><li>Encourages frequent contacts between academia and industry </li></ul><ul><li>Helps tailor university courses to labor market needs </li></ul><ul><li>Matches job seeking academics to jobs </li></ul><ul><li>Awakens future interests in science </li></ul>
  32. 32. 7. Plan for and create short-term wins 1. Create obtainable targets 2. Encourage & convince people that targets can be reached 3. Recognize and reward “winners” Communicate the wins Adapted from Kotter 1996
  33. 33. Uppsala BIO-X fills the research gap - approximately 50% of UB’s resources Basic research Publication Explorative research Product development Academia Industry <ul><li>Funds cross-disciplinary , cutting-edge research in life science </li></ul><ul><li>Offers new opportunities to industry </li></ul><ul><li>Engages international Scientific Advisory Board – industry & academia </li></ul><ul><li>Brings industrial mindset into an academic setting </li></ul>RESOURCE GAP Uppsala BIO-X
  34. 34. Some results from Uppsala BIO-X <ul><li>2 companies (Olink & ModPro) </li></ul><ul><ul><li>20 employees </li></ul></ul><ul><ul><li>Turnover SEK 18 mln </li></ul></ul><ul><li>3 current projects </li></ul><ul><li>58 total applications </li></ul><ul><li>> 20 senior researchers involved to date </li></ul><ul><li>Clear change in mind set </li></ul>
  35. 35. Challenge: Different underlying objectives <ul><li>Government </li></ul><ul><li>To improve public services </li></ul><ul><li>Industry </li></ul><ul><li>To make profits </li></ul><ul><li>University </li></ul><ul><li>To advance research </li></ul>Uppsala BIO
  36. 36. 8.Consolidate improvements and produce more change Change Project 1 Change Project 2 Change Project 3 Time Scope of change Adapted from Kotter 1996
  37. 37. Results to date for Uppsala BIO <ul><li>Uppsala BIO-X </li></ul><ul><ul><li>5 projects </li></ul></ul><ul><ul><li>58 new applications </li></ul></ul><ul><ul><li>> 20 senior researchers </li></ul></ul><ul><ul><li>2 companies kick-started </li></ul></ul><ul><ul><li>Industrial drive </li></ul></ul><ul><ul><li>Clear change in mind-set </li></ul></ul><ul><li>Marketing </li></ul><ul><ul><li>Uppsala well profiled </li></ul></ul><ul><ul><li>Internationally recognized </li></ul></ul><ul><ul><li>Stockholm-Uppsala Life Science founded </li></ul></ul><ul><li>Innovation support </li></ul><ul><ul><li>Coordinated and coherent system </li></ul></ul><ul><ul><li>>15 new companies </li></ul></ul><ul><ul><li>C:a 30 new jobs </li></ul></ul><ul><ul><li>2/3 from university research </li></ul></ul><ul><ul><li>ROPI 170 % </li></ul></ul><ul><li>Long-term competence </li></ul><ul><ul><li>Project leader coaching program </li></ul></ul><ul><ul><li>Representation on university program boards </li></ul></ul><ul><ul><li>Representation in county labor board biotech council </li></ul></ul><ul><ul><li>Science and magic </li></ul></ul>
  38. 38. Creation of greater regional initiative Stockholm-Uppsala Life Science shall promote the development of the life-science sector in the region, and promote the region itself on the international arena to attract new resources and investment. (www.suls.se)
  39. 39. <ul><li>Development of the Uppsala Biotech Cluster </li></ul>Challenge: How to evaluate progress? Impact of Uppsala BIO on the Cluster’s development Continuous external evaluation Local rivalry Demand conditions Factor conditions Related industries
  40. 40. Adapted from Kotter 1996 How well does your development initiative fulfill the steps of successful change? 2. Build a powerful guiding coalition 1. Establish a sense of urgency 3. Create and communicate a compelling vision 8. Consolidate improvements and produce more change 4. Develop an effective activity plan 5. Choose a change specialist as a process leader 6. Ensure commitment and empower others 7. Plan for and create short-term wins
  41. 41. Leading and learning Leadership and learning are indispensable to each other.” - John F. Kennedy Leadership, teaching, and learning are inextricably interlinked. - Jack Welch
  42. 42. Interested in learning more? <ul><li>Robin Teigland, Stockholm School of Economics, CiND </li></ul><ul><ul><li>robin.teigland@hhs.se, www.knowledgenetworking.org </li></ul></ul><ul><ul><li>www.slideshare.net/eteigland </li></ul></ul><ul><li>Madeleine Neil, Uppsala BIO, Communications </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><li>Publications and reports on Uppsala BIO and the Uppsala Biotech Cluster </li></ul><ul><ul><li>Uppsala BIO – the Life Science Initiative: Experiences of and Reflections on Starting a Regional Competitiveness Initiative. In R. MacGregor (Ed.) Small Business Clustering Technologies: Applications in Marketing, Management, IT and Economics, London: Idea Group Inc., 2007. </li></ul></ul><ul><ul><li>Seeing eye-to-eye: How do public and private sector views of a biotech cluster and its cluster initiative differ? European Planning Studies, 2007. </li></ul></ul><ul><ul><li>What is Local and What is Global in Biotech Innovation: The Case of the Biotech Cluster in Uppsala, Sweden. Paper presented at DRUID, 2005. </li></ul></ul><ul><ul><li>Investigating the Uppsala Biotech Cluster. Research Paper 2004:1, Uppsala University, CIND. </li></ul></ul>
  43. 43. Appendix
  44. 44. Sweden’s leading life science region
  45. 45. Life Science subsectors Source: VINNOVA, 2007 Sweden Uppsala N=4 400 N=36 500
  46. 46. Perceptions of competitiveness differ significantly among cluster actors Teigland & Lindqvist 2007
  47. 47. GROWTH Scouting <ul><li>Support for </li></ul><ul><li>Existing Companies </li></ul><ul><li>Further Education </li></ul><ul><li>Regional Infrastructure </li></ul><ul><li>Partnering </li></ul>Red = Innovation System Green = Uppsala BIO-X Blue = Competence Black = Marketing <ul><li>Seminar Series </li></ul><ul><li>Scientific Conference </li></ul>From idea to sustainable growth? ? $ Business BIO-X <ul><li>Academia </li></ul><ul><li>Industry </li></ul>Competence Chain Universities Schools Entrepreneurs Innovators Company Employees Value Marketing of Biotech in Uppsala <ul><li>Innovation System </li></ul><ul><li>Incubator </li></ul><ul><li>Business Lab </li></ul><ul><li>Entrepreneurs Program </li></ul>
  48. 48. Most see Uppsala BIO as a good use of resources while business is less positive Big waste of resources In general, what is your opinion of Uppsala BIO? Average Neutral Excellent use of resources 2006 survey
  49. 49. Respondents appear satisfied with the leadership of Uppsala BIO Strongly disagree Strongly agree Neutral The leadership of Uppsala BIO… 2008 survey
  50. 50. Strong primary level impact, yet weak secondary level impact Strongly disagree Strongly agree Neutral In general, during the past two years Uppsala BIO has contributed to an increase in ... UB’s primary objectives Secondary effects 2006 survey
  51. 51. Uppsala BIO has made an impact in its four focus areas <ul><li>To promote cross-disciplinary biotech research </li></ul><ul><li>To strengthen the region’s innovation system through activities such as an incubator </li></ul><ul><li>To ensure a long-term supply of relevant competence to the region </li></ul><ul><li>To improve the region’s international and national visibility in order to attract investment and competence </li></ul>Yes Yes Yes Yes 2006 survey
  52. 52. However, Government rates UB as having more impact than Academia and Business In general, during the past two years Uppsala BIO has contributed to an increase in ... Strongly disagree Strongly agree Neutral 2006 survey
  53. 53. Participation in UB activities by respondents involved directly or indirectly through their organization in UB Never heard of Very frequently 2006 survey
  54. 54. Participation in UB activities by respondents whose organization is not involved in UB N=60 Never heard of Very frequently 2006 survey
  55. 55. Value of UB activities by respondents involved directly or indirectly through their organization in UB N=99 Extremely valuable Extremely unvaluable 2006 survey
  56. 56. Value of UB activities by respondents whose organization is not involved in UB Extremely unvaluable Extremely valuable N=49 2006 survey
  57. 57. Nanoporous bioceramics for safe drug release - for safe, slow release of potent drugs <ul><li>Partners: </li></ul><ul><li>Orexo AB </li></ul><ul><li>Doxa AB </li></ul><ul><li>Dept. of Nano Technology and Functional Materials, Uppsala University </li></ul><ul><li>Project coordinator: Dr. Susanne Bredenberg, Orexo </li></ul>
  58. 58. Micro dosing with Accelerator Mass Spectrometry, AMS - For long term drug development studies <ul><li>Partners: </li></ul><ul><li>Tandem Laboratory, Dept. of Ion physics Uppsala university </li></ul><ul><li>Dept. of Analytical Chemistry, Uppsala university </li></ul><ul><li>Pharma industry </li></ul><ul><li>Project coordinator: Dr. Mehran Salehpour, Dept. of Ion physics, Uppsala university </li></ul>
  59. 59. <ul><li>Partners: </li></ul><ul><li>Molecular tools, Uppsala university </li></ul><ul><li>Dept. of Oncology, Uppsala university Hospital </li></ul><ul><li>Olink AB </li></ul><ul><li>Human Proteome Atlas </li></ul><ul><li>Project coordinator: Dr. Anders Alderborn, Uppsala university </li></ul>CAMDIA - cancer marker diagnostics - high precision technique for ultra-sensitive identification of tumor leakage biomarkers in blood
  60. 60. Earlier projects in Uppsala BIO-X <ul><li>MICPROF - Microbial Profiling </li></ul><ul><li>- developing a tool for fingerprinting complex microbial communities in food, in the human gut or in environmental samples. </li></ul><ul><li>Lab on a Chip – Point of Care </li></ul><ul><li>- development of a polymer micro chip for point of care patient testing. </li></ul>
  61. 61. Respondents view insufficient financing and potential company exits as biggest threats What are the biggest threats to Uppsala Biotech Cluster within the next 5 years? (% responses) Total responses = 241 2006 survey
  62. 62. Can Uppsala BIO make a difference? <ul><li>Government in general more positive towards UB while industry much less so </li></ul><ul><li>Difficult challenge due to stakeholders from different sectors and their extremely diverse interests </li></ul><ul><li>Conducting project as an organizational change effort leads to initial successful results </li></ul><ul><li>But long-term transformation (changes in attitudes and behaviors) takes time and is difficult to measure </li></ul>
  63. 63. Questions to ponder….. <ul><li>What is competitiveness? </li></ul><ul><ul><li>Real figures, statistics vs. perceptions by actors </li></ul></ul><ul><li>How do perceptions by outside actors of a cluster’s competitiveness differ? </li></ul><ul><ul><li>Industry, government, academia </li></ul></ul><ul><li>How do perceptions by outside actors of a cluster’s competitiveness affect a cluster’s attractiveness, e.g., labor, investments, new firms? </li></ul><ul><ul><li>Capital is global…so what is important when companies make decisions regarding in which locations to invest - real figures or perceptions of competitiveness? </li></ul></ul>

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