3. 2011 san diego connect global connect
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Greg Horowitt. Co-fundador y director de Global CONNECT de la Universidad de California
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3. 2011 san diego connect global connect
- 1. San Diego: An Eco-System for Innovation
- 2. “Go to where the puck is going, not where it has been.” – Wayne Gretzky
- 3. San Diego’s High Tech History Series of Catalytic Events 1960 1970 1980 1990 2010 VC Funding 1985 – UCSD CONNECT and Qualcomm Founded 1990-93 – 63,000 Jobs Lost 1995 – New Boom 1978 – Hybritech 1968 - Linkabit 1963 - Salk Institute 1960 - UCSD Founded 1956 - Scripps Clinic & Research Center 1955 - General Atomics
- 4. “The great enemy of truth is very often not the lie … but the myth.” John Fitzgerald Kennedy
- 5. The Truth About San Diego No master plan A series of ‘happy accidents’ UCSD had no Business School or resident Tech Transfer when CONNECT began Simultaneous growth of research infrastructure (Salk Institute, Scripps Research Institute, etc) A region blessed with research leadership and vision Decisions were made in the 50’s which put into place the foundation for the future of San Diego
- 7. Global brands: Qualcomm, Motorola, Nokia$1.3 billion research base; more than doubled $1.2 billion venture capital; increase of 8-10 fold
- 8. Access to university researchers Software Development Consulting Entrepreneurial Training & Mentorship Computer Center Accounting & Financial Research Institute Cancer Research Institute Venture Capitalists Angel Investor Medical School Biotech Facilities Small Business Accelerators Big Pharma Collaborations Engineering School Dept. of Defense Public Relations Trade Organizations M&A Expertise Wireless Research Center Intellectual Property Lawyers Real Estate Business Plan Expertise Biotech Incubators Assistance for getting Government. Grants Corporate Investor Human Resources Presentation Skills Economic Development Agency Workforce Development Initiatives Foreign Investors
- 9. It takes a village (or rather, an ecosystem) Entrepreneurs Money Ideas & Inventions Talent Government Coaches & Mentors Trade and Industry Organizations Academia & Research Business Support Services Education & Workforce Development Access to Global Markets & Supply Chains Real Estate & Business Infrastructure News and Media Outlets Culture, Societal Values, Role Models, Rule of Law
- 10. Key Conditions for Developing a Technology Cluster Research Industry Clusters Industry Clusters Innovation Intermediary Talent Money Industry Clusters
- 11. The Importance of Networks and ‘Boundary Spanners’ They facilitate access and flow of intellectual, financial, and human capital in order to: Address economic transition Capture the benefit of investments in R&D and higher education Build entrepreneurial cultures Create Jobs Help existing industries modernize Diversify economies and create sustainable and renewable wealth Develop regional and global innovation networks They break down hierarchies and allow knowledge to flow
- 13. Economic Process Plantation Rain Forest
- 15. Knowledge is the Key to Innovation
- 17. Knowledge and creativity are the critical resources for innovation
- 18. Science and Technology innovations are global from ‘birth’
- 20. Networks must be established which serve to breakdown social and professional hierarchies and drive lateral learning / knowledge transfer
- 21. Relationships Trust Transaction
- 24. Must be able to harness the ‘collective intelligence’ (i.e. ‘Wisdom of Crowds’)
- 25. You must teach in the manner that entrepreneurs ‘learn’
- 26. Non linear
- 27. Just in time
- 31. Shared Risk and Rewards…sustainability comes from creating a collective sense of ‘ownership’
- 32. The ‘Parking Lot’ principle
- 34. 28,867 researchers work within 4 mile radius 4 Miles La Jolla Mesa Zip Codes SD Total Research Base: 38,934
- 36. 1 in 4 Public Biotechs are within 35 miles of a UC Campus
- 37. 1 in 6 Public Biotechs was founded by a UC scientists
- 38. 1 in 3 California Biotechs was founded by UC scientistsSource: Industry-University Cooperative Research Program
- 41. Business Angels
- 42. Institutional and Corporate Venture Capital
- 46. New Life Capital
- 50. Pipeline Funding
- 58. Tavistock
- 62. Ventana Capital
- 63. Western States Investment Group
- 66. How it works
- 74. Entrepreneurs
- 76. Industry
- 77. Government
- 80. With the purpose of:
- 83. Advocacy on behalf of innovation~1,500 companies > $10 billion in funding A Brief History
- 85. Access to technology developments in all fields
- 86. Access to diverse forms of financing -- seed, angel, venture, corporate, SBIR, grant/foundation
- 87. Business planning and market intelligence
- 88. Domain, business, and market expertise “know-how” connecting to “know-who”
- 90. Numbers at a Glance 230+ Members 16 Staff 30 Programs 150 EIRs; 200 Domain Experts >1800 Volunteers 330 Events 15,000 Attendees $3M budget
- 92. Business Creation and Development
- 97. Business Creation and Development Direct assistance in early stage discovery and technology transfer; formation and financing of local innovation in key industry clusters Coming Soon
- 98. Results After Mentoring $120M capital raised 100% more talent hired
- 99. Entrepreneurial Learning Accelerating the learning curve of innovators in the San Diego region
- 100. Public Policy Outreach to key business groups, policy makers, and legislators regarding the systematic barriers facing innovators in successfully commercializing discoveries
- 101. Awards, Networking and Recognition Recognizing and promoting San Diego based innovation and innovators and making connections
- 103. A consulting firm with applied expertise in program development, process engineering, economic development strategy, and policy
- 104. A global workforce education delivery platform
- 105. Hands-On Management of Global Partnering programs designed to link researchers and enterprise to critical global resources through ‘hub and spoke’ soft landing pads, and extended social and professional networks
- 108. What is driving this?
- 109. The world wide web…information on demand
- 110. Highly mobile and skilled workforce
- 111. Evolution of social networks
- 113. Global research and commercialization alliances
- 115. Challenges in the Implementation of Regional Innovation Systems Why You?….Why Now?....and Why Bother? ‘Layering’ regional collaboration activities upon existing infrastructure What is the role of government? What feedback loops (client, supporter, stakeholder) do you build into your system? What is the appropriate model for funding? How do you create a sense of urgency? How do you start the process that allows the region to grow into our destiny, rather than build it upon decades old models? What is the appropriate interface between technology transfer and technology commercialization
- 116. “While we associate economic growth with technological development, organizational innovation has played an equal, if not more important role since the beginning of the industrial revolution.” Economic historians Douglass North and Robert Thomas (P47 of “Trust”)
- 117. Thank you Greg Horowitt Co-Founder Global CONNECT ghorowitt@ucsd.edu www.connect.org www.globalconnect.org
Editor's Notes
- 1. Research capabilities and capacity: clusters form around a critical mass of top tier science and technology 2. Regional Infrastructure: both physical and ‘soft’. Everything from buildings and roads, to educational programs and workforce development initiatives. Including what Richard Florida calls ‘amenities of place’3. Significant private sector engagement. Innovative science based companies require multiple stakeholders who are actively involved in their path from lab to market. This includes people with domain knowledge, as well as market, business, finance, management, and other skills that will allow these companies to grow and sustain themselves. Is the private sector engaged, or do they wait for government to lead? Are they collaborative, or do they protect themselves by being secretive? It is also important that industry is engaged early in the process, pre-transaction. This market input assures these opportunities show proof of relevance, and not just proof of concept. 4. Multiple continuous collaborations and alliances: self explanatory5. Leaders and champions: not the usual suspects. Many of these people are not household names, but posess the energy, desire, and vision for what needs to be accomplished. Who are the integrative thinkers who have influence and impact?. We have observed that often, the most effective of these have lived or worked in places where the culture was evolved with respect to research and business collaboration /commercialization. As Darwin said, it is not the strongest of the species, nor the most intelligent, but the most responsive to change. This is the key. Do not build your ecosystems for perfection, but rather, for iteration and evolution. Successful communities have a continuum of capital that serves the needs of start ups and early stage research. It is important that this diverse set of financial resources work in harmony with one another. In addition, other forms of investment, including time and the sharing of personal / professional connections, as well as pro bono services of services and tangible assets be available. Finally, in order to keep these ecosystems healthy, they need talent. Not only management and leadership, but the workers who are the fuel to the engine of innovation and commerce. In that respect, a region that possesses an integrated workforce development strategy and proactive ways of constantly transferring knowledge to the workers in the field, will be the most sustainable. People are truly the ultimate technology transfer. It is also important that regions find ways to celebrate their successes in a way that is visible. This helps spur on the next generation of entrepreneurs and innovators.
- Access to diverse forms of financing -- seed, angel, venture, corporateBusiness planning and market intelligenceDomain experience and management “know-how”Continuing education and training for professionalsAwareness for local, regional and national issues impacting technology sectors
- 117 people hired full timePart-time was 64 or 250%75% are still in business50 Companies have raised almost $120 M still graduating
- Companies and countries from all over the world come to CONNECT to find out how we were successful and how they can replicate our success. As an example. The government of the UK commissioned by the Prime Minister studied CONNECT has advocated the creation of a CONNECT-like system in England to transform the Innovation Economy.