Download to read offline
Uploaded bySterling Wharton
Coi garc overview may 2010
This document discusses developing a culture of innovation and a new model for economic development in Georgia. It outlines Centers of Innovation, which aim to commercialize new products, services, and business models by leveraging industry expertise and connecting companies to university research and other state resources. The centers focus on high-growth potential enterprises in six strategic industries distributed statewide. The centers provide matching funds for university research projects with a commercialization focus, requiring support from a Center of Innovation director. It lists the leadership of the centers and emphasizes that innovation has become the new norm, encouraging unlearning old ways of thinking and introducing small changes to stay sharp.
More Related Content
Coi garc overview may 2010
- 1. Developing aCulture of InnovationA Leadership Perspective Sterling G. Wharton Executive Director, Centers of InnovationGeorgia Department of Economic Development www.georgiainnovation.orghttp://twitter.com/swharton
- 2. A new modelfor Economic DevelopmentA comprehensive environment for advancing globalcompetitivenessfor Georgia’s Company’s
- 3.
- 5. Throughout the secondworst recession in a hundred years, "the greatest engine of innovation that has ever existed" kept running. In fact, the recession itself was caused by innovation getting out of control… Tom Friedman
- 7.
- 8. Business GrowthTraditional EconomicDevelopment focusLarge Mature e.g. Coke/Home Depot/UPS NCR Innovation StageNew Products Services - innovationInnovation8
- 10. Centers of Innovationexist to create a new model for Economic Development … commercializing new products & services & Business models by leveraging Industry expertise to connect to University R&D, and other GA industry relevant resources to high growth potential enterprises. leveraging “intellectual & knowledge capital” for economic growthEconomic Impact- Jobs/Investment
- 11. Strategic Industries ImpactHighestpotential for Economic Impact
- 12. GDEcD Projects/ InnovationProjects Projects well distributed across GA Innovation Projects in16 counties withoutrecent GDEcD activity
- 13. Innovation Projects (byindustry ) Distributed statewide …
- 14. Some concentration ofinnovationprojects Centers of InnovationDeep Industry Expertise & Leadership for Strategic Industries –
- 15. Industry Marketing forall Georgia
- 16. Market & Technicalknowledge
- 17.
- 18. R&D – University… Other
- 19.
- 20. Business Connections ManufacturingGainesvilleEnergyAtlantaLifeSciencesAugustaAerospaceEastmanLogisticsSavannahAgricultureTifton
- 21.
- 22. FocusHigh Growth PotentialEnterprises
- 23. Commercialization – Newproducts and Services leveraging New Technologies
- 24. Both Established andEmerging Growth Enterprises Industry Expertise – 6 Industries Support for all GA Economic Development OrganizationsSupport (as needed) for Company Recruitment Industry Influence In GA – Improving GA competitiveness Elevates GA WW
- 25. Innovation Grants Matchingfunds – University/College Research & ActivitiesCommercialization focus – new products and services Requires support from the Center of Innovation Director
- 26. Leadership Page SiplonSteve JusticeNEWDonnie Smith Stacy Shuker Phd. Jill StuckeyJohn Zegerswww.georgiainnovation.org
- 27. Innovation the new“norm” - “moderate” behavior
- 28.
- 29. Purge yourself ofyour old idols – Unlearn - RelearnBeing on Autopilot can kill – Introduce Small Changes to Stay Sharp
- 30. Impossibility thinkingWhat wasbefore Impossible is now Common The next 20 years will change more than the last 100
- 31. Not making Mistakes… is a Mistake Lower the consequences Failure is “Valuable Negative Information” No limits to what folks will Try ….and …. Accomplish
Editor's Notes
- #4 In the late 18th century, there was a buttonwood tree at the foot of Wall Street under which traders and speculators would gather to trade informally. In 1792, the traders formalized their association with the Buttonwood Agreement. This was the origin of the New York Stock Exchange.[6]It was in Silicon Valley that the integrated circuit, the microprocessor, the microcomputer, among other key technologies, were developed, and has been the site of electronic innovation for over four decades, sustained by about a quarter of a million information technology workers. Silicon Valley was formed as a milieu of innovations by the convergence on one site of new technological knowledge; a large pool of skilled engineers and scientists from major universities in the area; generous funding from an assured market with Defense Department; the development of an efficient network of venture capital firms; and, in the very early stage, the institutional leadership of Stanford University.[4][edit] Roots in radio and military technologyThe San Francisco Bay Area had long been a major site of U.S. Navy research and technology. In 1909, Charles Herrold started the first radio station in the United States with regularly scheduled programming in San Jose. Later that year, Stanford University graduate Cyril Elwell purchased the U.S. patents for Poulsen arc radio transmission technology and founded the Federal Telegraph Corporation (FTC) in Palo Alto. Over the next decade, the FTC created the world's first global radio communication system, and signed a contract with the U.S. Navy in 1912.[2]In 1933, Air Base Sunnyvale, California, was commissioned by the United States Government for use as a Naval Air Station (NAS) to house the airship USS Macon in Hangar One. The station was renamed NAS Moffett Field, and between 1933 and 1947, US Navy blimps were based here.[5] A number of technology firms had set up shop in the area around Moffett to serve the Navy. When the Navy gave up its airship ambitions and moved most of its West Coast operations to San Diego, NACA (the National Advisory Committee for Aeronautics, forerunner of NASA) took over portions of Moffett for aeronautics research. Many of the original companies stayed, while new ones moved in. The immediate area was soon filled with aerospace firms such as Lockheed.[edit] Stanford Industrial ParkAfter World War II, universities were experiencing enormous demand due to returning students. To address the financial demands of Stanford's growth requirements, and to provide local employment opportunities for graduating students, Frederick Terman proposed the leasing of Stanford's lands for use as an office park, named the Stanford Industrial Park (later Stanford Research Park). Leases were limited to high technology companies. Its first tenant was Varian Associates, founded by Stanford alumni in the 1930s to build military radar components. However, Terman also found venture capital for civilian technology start-ups . One of the major success stories was Hewlett-Packard. Founded in Packard's garage by Stanford graduates William Hewlett and David Packard, Hewlett-Packard moved its offices into the Stanford Research Park slightly after 1953. In 1954, Stanford created the Honors Cooperative Program to allow full-time employees of the companies to pursue graduate degrees from the University on a part-time basis. The initial companies signed five-year agreements in which they would pay double the tuition for each student in order to cover the costs. Hewlett-Packard has become the largest personal computer manufacturer in the world, and transformed the home printing market when it released the first ink jet printer in 1984. In addition, the tenancy of Eastman Kodak and General Electric made Stanford Industrial Park a center of technology in the mid-1990s.[6][7][edit] Silicon transistorIn 1953, William Shockley left Bell Labs in a disagreement over the handling of the invention of the transistor. After returning to California Institute of Technology for a short while, Shockley moved to Mountain View, California in 1956, and founded Shockley Semiconductor Laboratory. Unlike many other researchers who used germanium as the semiconductor material, Shockley believed that silicon was the better material for making transistors. Shockley intended to replace the current transistor with a new three-element design (today known as the Shockley diode), but the design was considerably more difficult to build than the "simple" transistor. In 1957, Shockley decided to end research on the silicon transistor. As a result, eight engineers left the company to form Fairchild Semiconductor. Two of the original employees of Fairchild Semiconductor, Robert Noyce and Gordon Moore, would go on to found Intel.[8][edit] Venture capital firmsBy the early 1970s there were many semiconductor companies in the area, computer firms using their devices, and programming and service companies serving both. Industrial space was plentiful and housing was still inexpensive. The growth was fueled by the emergence of the venture capital industry on Sand Hill Road, beginning with Kleiner Perkins in 1972; the availability of venture capital exploded after the successful $1.3 billion IPO of Apple Computer in December 1980.Nevada was the first state to legalize casino-style gambling, but not before it reluctantly was the last western state to outlaw gaming in the first decade of the 20th Century.At midnight, Oct. 1, 1910, a strict anti-gambling law became effective in Nevada. It even forbid the western custom of flipping a coin for the price of a drink.The Nevada State Journal newspaper in Reno reported: "Stilled forever is the click of the roulette wheel, the rattle of dice and the swish of cards.""Forever" lasted less than three weeks in Las Vegas.Gamblers quickly set up underground games where patrons who knew the proper password again jousted day and night with Lady Luck. Illegal but accepted gambling flourished until 1931 when the Nevada Legislature approved a legalized gambling bill authored by Phil Tobin, a Northern Nevada rancher. Tobin had never visited Las Vegas and had no interest in gambling.He said the legalized gambling legislation was designed to raise needed taxes for public schools. Today, more than 43 percent of the state general fund is fed by gambling tax revenue and more than 34 percent of the state's general fund is pumped into public education.Legalized gambling returned to Nevada during the Great Depression. It legitimized a small but lucrative industry. That same year construction started on the Hoover Dam Project which, at its peak, employed 5,128 people.The young town of Las Vegas virtually was insulated from economic hardships that wracked most Americans in the 1930s. Jobs and money were prevalent because of Union Pacific Railroad development, legal gambling and construction of Hoover Dam 34 miles away in Black Canyon on the Colorado River.World War II stalled major resort growth in Las Vegas. But the seeds for future expansion had been planted in 1941 when hotelman Tommy Hull built the El Rancho Vegas Hotel-Casino on what is now vacant land opposite the current Sahara Hotel on the Las Vegas Strip.During World War II, nearby Nellis Air Force Base grew into a key military installation. Originally built to train B-29 gunners, it later became the training ground for the nation's ace fighter pilots. Many key military personnel assigned to Nellis during World War II later returned as civilians to take up permanent residency in Las Vegas. Today thousands of people are connected to Nellis in the form of active duty personnel, civilian employees, military dependents and military retirees.WORLD-FAMOUS STRIP STARTSThe success of the El Rancho Vegas triggered a small building boom in the late 1940s including construction of several hotel- casinos fronting on a two-lane highway leading into Las Vegas from Los Angeles. The stretch of road evolved into today's Las Vegas Strip. Early hotels included the Last Frontier, Thunderbird (Still standing as the Aruba Hotel & Spa) and Club Bingo.The El Rancho Vegas was razed by fire on June 17, 1960. As time passed, many other first-generation Strip resorts lost their identity through absorption by new owners, demolition, extensive renovation and name changes.By far the most celebrated of the early resorts was the Flamingo Hotel, built by mobster Benjamin "Bugsy" Siegel, a member of the Meyer Lansky crime organization.
- #6 Amazon's Kindle was launched in November 2007 - a couple of months after the credit crisis began. Earlier that year, Apple had released its incredible iPhone and now last week, after more than a year of carefully manufactured hype, it has followed up with a competitor to the Kindle - the iPad.Whether the iPad is all it's cracked up to be and will revolutionize computing, is beside the point.Its release at the same time as China is apparently trying to steal American intellectual property from American companies while desperately hanging onto internet censorship makes a telling contrast between the old superpower and the new one, and perhaps tells us who is going to win this Cool, if not Cold, War in the long run.
- #9 Innovation is a never ending process in all stages of a Companys growth….It appears more evident/obivous perhaps in early stage companies - but is ongoing even with large mature companies – UPS trialed until they determined to only turn right to speed deliveries, Home changed distribution to lower inventory costs and Coke is continually trying to develop the next product This process is evident in all companies and the COIs support this process…
- #12 This is a strategic direction – these industries with highest growth potential for GA regardless of the outside influencers At this level I would like to see IT and Communications and Media be listed as well… Where the trends and fluctuations while they may affect us we can maintain an unfair advantage… These are the industries GA has decided to invest the most in…. Basically where we can get the most impact the easiest…
- #17 The goals are: to improve GA’s rankings in the strategic industry’s … to distance ourselves from those states below us and advance above those above us. to make the business environment here to be compelling without relying solely on financial incentives for our strategic industry’s – to drive investment and encourage VC investment growth to eliminate the silos of academia research and turn those ideas into revenue producing products and services for GA companies…
- #19 Leadership has Industry specific business expertise and little Economic Development expertise