Matthew Nemerson from the Connecticut Technology Council (CTC) will be on hand to discuss the CTC and stimulating the growth of the State's innovation economy.
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Best practices in business incubation_Rustam_Lalkaka 2002Vasily Ryzhonkov
Business incubators, evolving from experiences with business centers and other support
services, have grown rapidly in number from a 200 a decade ago to over 3,000 world-wide today. Incubator programs in the developing and restructuring countries are
typically focused on technology ventures. But the interests of civil society call for the
government, private sector and universities in all nations to address the wider concerns
of empowering disadvantaged groups through employment and facilitated access to
capital (human, knowledge, social and financial).
While incubators have grown in numbers, the uneven performance and poor
sustainability in many situations have become serious issues with the governments and
sponsors who continue to subsidize many of them. There has been much recent interest in
identifying ‘best practices’ that could then be used elsewhere. But these practices are
location-, culture- and time-specific, and can only be adapted to the conditions prevailing
in local situations. This paper reviews the operating experiences in the USA, (which has
about 1,000 incubators of the world total), in China, Brazil and Korea (the largest
programs in the developing world), and other selected countries. The emerging lessons
(yet to be learned) on enhancing performance based on ’good’ international practices
together with some urgent research issues are outlined. Success in the Olympiad of
venture creation and employment generation depends essentially on five inter-linked
rings: Public policy, private partnerships, knowledge affiliations, professional
networking and community involvement.
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Best practices in business incubation_Rustam_Lalkaka 2002Vasily Ryzhonkov
Business incubators, evolving from experiences with business centers and other support
services, have grown rapidly in number from a 200 a decade ago to over 3,000 world-wide today. Incubator programs in the developing and restructuring countries are
typically focused on technology ventures. But the interests of civil society call for the
government, private sector and universities in all nations to address the wider concerns
of empowering disadvantaged groups through employment and facilitated access to
capital (human, knowledge, social and financial).
While incubators have grown in numbers, the uneven performance and poor
sustainability in many situations have become serious issues with the governments and
sponsors who continue to subsidize many of them. There has been much recent interest in
identifying ‘best practices’ that could then be used elsewhere. But these practices are
location-, culture- and time-specific, and can only be adapted to the conditions prevailing
in local situations. This paper reviews the operating experiences in the USA, (which has
about 1,000 incubators of the world total), in China, Brazil and Korea (the largest
programs in the developing world), and other selected countries. The emerging lessons
(yet to be learned) on enhancing performance based on ’good’ international practices
together with some urgent research issues are outlined. Success in the Olympiad of
venture creation and employment generation depends essentially on five inter-linked
rings: Public policy, private partnerships, knowledge affiliations, professional
networking and community involvement.
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
The Future of work in a post pandemic worldLeon Benjamin
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More than 20 metro Atlanta partners worked with Collaborative Economics to evaluate 15 indicators of innovation for the first-ever Metro Atlanta Innovation Indicators Project for the region. The project was commissioned to examine the diverse innovation activities within metro Atlanta's large and complex regional economy.
The America21 Project (http://blackinnovation.org) is the nation's only national authoritative voice dedicated to Inclusive Competitiveness through the building of urban innovation ecosystems that connect economically disconnected sectors with existing regional innovation clusters to strengthen the overall economy.
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Mike Green keynote to Tabor 100 in Seattle at Convention CenterScaleUp Partners LLC
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Mike's speech included this slide presentation, at the end of which Mike received a standing ovation.
A link to the YouTube video of Mike's speech is included in the slide deck.
The Future of work in a post pandemic worldLeon Benjamin
On the future of work, careers, business and society based on the Great Reset resulting from the global pandemic. Get ready. How to prepare for a profound inflexion point in humanity's progress.
Energy & holistic service systems 20110804 v3ISSIP
PICMET 20 talk in Portland Oregon on August 4th 2011 - discussing energy and buildings and holistic service systems that delivery whole service to the people in them...
More than 20 metro Atlanta partners worked with Collaborative Economics to evaluate 15 indicators of innovation for the first-ever Metro Atlanta Innovation Indicators Project for the region. The project was commissioned to examine the diverse innovation activities within metro Atlanta's large and complex regional economy.
The America21 Project (http://blackinnovation.org) is the nation's only national authoritative voice dedicated to Inclusive Competitiveness through the building of urban innovation ecosystems that connect economically disconnected sectors with existing regional innovation clusters to strengthen the overall economy.
America21 is a valuable resource for economic regions, education institutions, communities, conferences, summits, business and political leaders seeking to invest and uplift economically disconnected sectors across America to connect with the 21st century innovation economy and strengthen America's global competitiveness.
Mike Green keynote to Tabor 100 in Seattle at Convention CenterScaleUp Partners LLC
Mike Green gave the keynote address at the Tabor 100 Gala in Seattle at the Washington State Convention Center on Sept. 15, 2012. The gathering of Seattle's political elite and Black business owners and entrepreneurs is annual fundraiser for Tabor 100, which represents many of Seattle's Black business owners and contractors.
Mike's speech included this slide presentation, at the end of which Mike received a standing ovation.
A link to the YouTube video of Mike's speech is included in the slide deck.
If you are interested in locating a new business in the northeast, consider New Haven, CT. With 8 colleges and universities in the region and lower cost of living than NYC and Boston, New Haven could be the perfect place to bring your idea to life.
ZenmaX SEVEN PERSONAL BODYGUARDS TO SHIELD OUR SOCIAL & PROFESSIONAL LIFEMartriX - TheFeel
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We all should work on our 7 Qualities to shield our social and professional life.
These qualities are: 1. Health; 2. Self-esteem; 3. Happiness; 4. Contact; 5. Career; 6. Freedom and 7. Master.
The seven qualities will act as a Firewall, when all function properly we can consider our life and work being protected. If not, the challenge is to work on our weak qualities and strengthen them.
To do this ZenmaX. does not only offers you training in physical martial art, but also in mental and spiritual forms. ZenmaX envelopes a variety of methods to get the optimum result.
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Learn about the importance of regionalization in South Central Connecticut and see our progress toward our goals set in the region's Comprehensive Economic Development Strategy.
Oracle RAC 12c has been touted as the best release so far and with reason. There have been significant enhancements to scalability and high availability with features such as Flex Clusters, Flex ASM, Application Continuity and Transaction Guard to name a few. While these cool features grab the headlines, there are others that are not highlighted but can make significant impact on DBA productivity.
In this session we will take a second look at some of these features, including operational support enhancements to srvctl, crsctl commands, ADR support for Grid Infrastructure and tools such orachk and tfa. We will also explore some of the new functionality introduced in 12.1.0.2.0.
Congreso Latina de Comunicación Social. La Laguna,
Tenerife. 5 de diciembre de 2013. Mesa de debate
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*Próximamente disponible en monográfico CAC.
2016 Edelman TRUST BAROMETER - Global ResultsEdelman
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There is a growing trust disparity that has put business in a new situation of strength, a unique position that translates into an opportunity to help mend the trust divide.
For more information, visit www.edelman.com/trust2016
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Key stakeholders can take advantage of this knowledge and create a win-win situation
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The Bioscience sector also continues to grow, with Greater New Haven ranked as the 2nd largest bioscience region in New England. A good portion of the Bioscience cluster can be attributed to Medtronic in North Haven, Icahn School of Medicine of Mt. Sinai in Branford, Yale University School of Medicine, Yale New Haven Hospital and spinoffs from these institutions. The region has established a reputation for meticulous and marketable research through companies like Arvinas, Biohaven Pharmaceuticals, and Sema4 (a spin out company of the Icahn School of Medicine at the Mount Sinai Genomics research facility in Branford).
Pave the existing safety areas to the north and south of the main runway to provide 6,600 feet of usable runway to accommodate standard commercial aircraft while continuing to cap daily flights to 30 per day and annual passengers to 180,000 per year.
The students competed in October at the International Genetically Engineered Machine Competition in Boston, where they presented their research on trying to find a faster testing method to detect tuberculosis.
CT Green Lodging is a partnership of the Department of Energy and Environmental Protection, the Department of Economic and Community Development (DECD), Connecticut Office of Tourism designed to:
*Promote the use of “green” practices by hoteliers
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. Who are we? An alliance
of two venerable organizations
Combined audience of over 15,000
people and firms in the innovation
and tech-support community
Promotes growth & innovation Connects ideas and capital
17 year old State-wide trade association to 25 year old State-wide trade association to
support the technology community. support the venture and risk capital
Members include largest to small firms community to the creation of start-ups
Speak for 2,000 tech firms and the availability capital.
Global and national affiliations
Members include VCs, key service
Best practices in other states -TECNA providers, entrepreneurs
•2011 Connecticut Competitiveness Agenda
•Annual Legislative Agenda
•Women of Innovation
•Tech Top 40 Awards •Crossroads Venture Fairs
•100 Companies to Watch Awards •Entrepreneurial funding events
•Monthly PowerMatch •Regional Chapter meetings & events
•Various forums: CEO, CIO •Development of VC funds & community
•Peer to peer month roundtables •Connections to Angels and Private Equity
8. Innovation Asset Requirements
For an entrepreneurial ecosystem to flourish, the following
assets must exist within a region:
Tangible Assets Intangible Assets
• Entrepreneurial Capacity “A Buzz”
• Business Acumen Networking Opportunities
• Risk Capital Culture that is Supportive of
Innovation
• R&D Enterprise
Community Mindset
• Technology Commercialization
• Human Capital Business Climate Assets
• Physical Infrastructure Government Policies
• Industrial Base Quality of Life
• Global Linkages
9. A quick history of Connecticut
Innovation
• 17th century - Cheaper labor
– Religious intolerance and
dispensations
• 18th c – Distributed mercantilism
– Successful farms, capital, iron
deposits, access to market
• 19th c – Advanced Machinery to
compensate for lack of European
quality labor skills
– "A substitute for European skill must be
sought in such an application of
mechanism as to give all that
regularity, accuracy and finish to the work
which is there affected by a
skill...." Whitney
– Whitney > Colt > Smith & Wesson >
Winchester
– Parallel innovation of inventions &
implementations
10. The 19th Century Invention paradigm
• Cluster of inventors
• Support by expert mechanics
• Power: water & coal
• Transportation: water & rail
• Labor: immigrant and local
Samuel Colt
• Capital: New York, Boston and local
(using banks and “new” stock
corporation)
• Regulation – flirting with public
control of rail and utilities (business
inspired)
• Public investment in health, education
Elisha Root
11. Legislated innovation networks
in the 19th century
• The center was the Springfield
Armory, founded in 1794.
• It became an incubator of
technology to achieve
interchangability of parts.
• Why? Private contractors who
held government contracts had
to share their inventions
• When Sam Colt was first
studying to mass-produce
guns, the Armory was the first
place he visited.
12. 20th Century
• New York Ex-urbs
• No Income Taxes
• Connecticut Throughway (I-
95)
• Successful small towns &
schools
• Major industries with large
supply chains
– Aero-space
– Finance
– Insurance
13. Positive
attributes
Negative
results
Source: Kauffman Foundation and ITIF, 2010 State New Economy Index.
*Gazelle Jobs taken from Kauffman Foundation and ITIF, 2008 State New Economy Index.
The Connecticut
Why the disconnect? INNOVATION
Draft – Please do not forward or copy
ECOSYSTEM
14. The share of CT’s jobs in high tech
sector is declining
State Share of Jobs in
High Tech sector,
U.S. Rank 2008
Massachusetts 1
Maryland 4
New Hampshire 6
Washington 7
Connecticut 18
Source: AeA, Cyberstates 2008 (Washington DC: 2008) and AeA, Cyberstates 2001 (Washington DC: 2001).
15. While young companies create most
jobs, older ones lose them
Connecticut, 2008 Employees % of Jobs CT Rank
Stage 1 (2-9) 30% 34
Stage 2 (10-99) 33% 44
Stage 3 (100-499) 14% 23
Stage 4 (500+) 15% 7
Source: YourEconomy.com. Edward Lowe Foundation.
16. Need to increase startups and stage 2 growth
-5,000 +55,000
-20,000
+250,000
(c) CTC 2010 16
17. The Connecticut Paradox
“Personally, I love it here, but it’s not a good place for my
business.” - Connecticut CEO of a fast growing firm
So firms stay until beyond their comfort point and then often
leave or find themselves underperforming. Intervention is
needed earlier and start-up roots need to be explored and
reconnected.
CEO feelings about Connecticut
It is very good for my company here 28%
It is not good for my company to stay here 14%
It’s great for me personally, and it’s OK for my business for now 59%
18. Why not Connecticut? CEOs said…
Mentioned in
Issue Interview
State (or Governor) doesn’t know my company and does not 72%
know how to help me. Others state’s seem more on top of my needs
University Research – Hard to connect with professors, grad students and 66%
labs; tech transfer complicated. I do better with other state’s universities.
Connections & Networks – Regional innovation networks are frail or non- 62%
existent, hard for young talent to find us, highway makes it hard to get to NYC or the
world quickly, squandering our great location.
Risk Capital – Seems harder to get here and investors are not as excited about
62%
my industry
Critical Mass – Not enough other entrepreneurial companies like mine. Top
55%
competitors are elsewhere. Need to be in the center of the action for future success.
Will be harder to recruit top people, customers and investors.
Is it Worth the Cost? – My objective is growth, not cost-minimization: high
45%
cost worth it if the environment is world class for growth and key employees. This
competitiveness is not something people think about a lot here.
19. What we need to grow jobs
• Strong networks – where people know each other
through out the region
• Contented CEOs - who recommend the state to
their best friends
• Venture investors - who move their best firms to
Connecticut and take higher risks on our start-ups
• Synergies - Agencies, organizations and
institutions that collaborate and create
partnerships
20. The Innovation Job Growth Eco-system
New jobs come from a
deliberate process that Venture
requires many parts of a
puzzle to contribute and Later state Jobs >
be better than other Early Stage
Growth
Technology
locations at each step… Seed
Angel
Transfer
Investors
Corporate
Spin Outs SBIR Incubators
Innovation
University
Validation Accelerators
R&D
Skilled Networks
Workers Associations
Mentors
Entrepreneurs Students
Grants
Government
Incentives
Infrastructure – Global connections
Image – Global perceptions 20
21.
22. So, Connecticut’s venture capital
community focuses elsewhere
The percent of venture capital managed in Connecticut that is invested in-state is
lower than in competitor states
Source: Sources and Targets of Venture Capital Investments 2009, National Venture Capital Association, PriceWaterhouse Coopers
23. An innovation virtuous cycle
1. Policy and
culture
8.
2.
Transportation Technology
& Broadband
& Ideas
7.
Global Jobs + 3. Risk
Connections and
Branding Growth Capital
6. Networks, 4.
Entrepreneurs Acceleration
& Human Cap. & Facilities
5. Gov’t
Incentives
24. Angels,
Launch
Reps Capital
from the Stamford
4 Hubs Innovation
Venture Center Yale &
Funds UConn
Advisory
Board CROG, IP
Sub- Factory, CT
Group of New Haven Innovations,
Planning Econ Dev Startup CDA, CEFIA
Group Entrepreneurs, Corp. & SBIR
Connecticut
Stage 2 CEOs
Planning
Board
Serial CERC,
A combination of Entrepreneurs Connstep
& Ent. &
Entrepreneurs, NGOs, G Foundation CCAT
overnment and business
leaders working together CURE,
BEACON & CTC &
CT Science CVG
Center
The Connecticut
A diverse planning group INNOVATION
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ECOSYSTEM
25.
26. Goal 1 – Fostering high potential Start-Ups Goal 2 – Assisting Stage 2 firms
1. Business plan competitions 1. New Technology, customer needs and marketing analysis
2. Accelerators (e.g., TechStars) 2. Connections with larger firms & new supply chains
3. Virtual Incubators 3. Proof of concept contracts with state agencies
4. Building Based Incubators 4. Grants and debt availability
5. Funding (Grants, stipends, Pre-Seed investments, Angel 5. Regulatory relief and help
connections, etc.) 6. Young talent, Job Training and matching
6. Retention Efforts for growing firms 7. Build a retention strategy and mechanism
7. Sponsored research programs for idea and product 8. Opening up universities to collaboration
development between companies and in-state schools 9. Sponsored research programs for idea and product
8. Proof of concept Center with labs--Gov’t as market development between companies and in-state schools
maker
9. IP Factory and corporate networks 10. Proof of concept Center with labs--Gov’t as market maker
10. Student Teams and Interns Programs 11. IP Factory and corporate networks
11. Mentors Network, recruitment, training and matching 12. Student Teams and Interns Programs
12. Entrepreneurs-In-Residence 13. Mentors Network, recruitment, training and matching
13. “Rent a CxO” and turn-key management capacity for 14. Entrepreneurs-In-Residence
qualifying early stage concepts and firms 15. “Rent a CxO” and turn-key management capacity for
14. Serial Entrepreneur Fellows – Global Attraction Program qualifying early stage concepts and firms
15. Professional Services matching and pro bono bank 16. Serial Entrepreneur Fellows – Global Attraction Program
16. Place-making and infrastructure such as i-TOD efforts to 17. Professional Services matching and pro bono bank
build a critical mass and a competitive set of locations 18. Place-making and infrastructure such as i-TOD efforts to
17. Branding and image coordination build a critical mass and a competitive set of locations
18. Key labor matching and procurement programs 19. Branding and image coordination
19. Technology training programs (i.e. CCSU, CC) 20. Key labor matching and procurement programs
20. State, regional and hub based networking programs 21. Technology training programs (i.e. CCSU, CC)
22. State, regional and hub based networking programs
Programs were selected and then prioritized by a process of expert surveys…
The Connecticut
Looked at all the programs in the state INNOVATION
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ECOSYSTEM 26
27. Group ranked the programs on key attributes
Managed at Hub Level
Place Networking
Making Programs
Rent-A-
CxO
Entrepreneurs
Young Talent,
in Residence
Private Funding
Training,
Sponsored Building
Public Funding
Serial Matching
Research Programs Incubators
Entrepreneur University/ Student Teams
Proof of
Fellows Industry & Interns
Concept Ctr.
Collaboration
Accelerators
Virtual
Retention Tech, Prof.
Incubators
Connect-ionsStrategy Customer, Services
Mentors Network IP Factory
to Large Firms
(Stage 2) Key Labor Mkt. Analysis Matching
B-Plan
Matching
Competitions
Grants & Debt
Retention Efforts
STEM Programs
(Startups)
Reg. Relief
& Help
Creating
Markets Branding
Funding
27
Managed at State Level
28. Fairfield
County
The Connecticut
Think about the geography of the system INNOVATION
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ECOSYSTEM 28
29. Tracking
<Data
Systems
Collection
For
Business Database with,
Startup
Portals, DB company info, NAICs and
Connecticut growth information by company
s and [SOTS]
Innovation
Knowledge
Ecosystem
base>
Track goals
Hubs &
programs: Comprehensive web Statewide knowledge-
portal and tracking system base (iHub) to make
objectively & for incoming business people, resources, special
subjectively requests and needs skills, etc. findable when
[DECD] needed [CI/Startup CT]
Cluster
Advisory
Groups
The Connecticut
Interconnected tracking systems INNOVATION
Draft – Please do not forward or copy
ECOSYSTEM
31. Hub Model
The Connecticut
Model how the Hubs might work INNOVATION
Draft – Please do not forward or copy
ECOSYSTEM31
32. 1. Success should be actual growth and jobs
- Goal 1 – 50 high potential startups each year
- Goal 2 – 75 “stage 2” firms assisted each year
2. Change culture of relationship between
business and government
- Agility, rapid cycles of program changes and
improvement
- Culture of experimentation and
collaboration
The Connecticut
Set goals to measure a performance INNOVATION
Draft – Please do not forward or copy
ECOSYSTEM
34. Upbeat thoughts to close on…
• Environment favors Connecticut
– Water, warming, regulations
• Density can go up
– Our cities are small and have capacity
• Intra-Regional transportation
– Metro-North and Amtrak can expand
• Housing stock is strong and well built (if old)
• Near population centers of youth & talent (NYC, Boston
and Washington)
• But…Need to focus on growth and changing population
35. Stamford and New Haven do well
versus other hip small cities…
Percentage of Population 25-39
Source: American Community Survey
35
33
31
29
Stamford
27 Austin
New Haven
25
Minneapolis
23 Durham
Boulder
21
19
17
1990 2000 2005 2007 2008
37. Emerging Markets 2012
• Decision Engines – Discovery fueling invention and purchases
• Collaborative Commerce – Community sharing, bartering, lending, renting and
gifting
• Customization – Uber personalization
• True Mobility – Leaving the PC behind
• Creativity – Inspiration from the Everyman
• Urban Farming – Local, local, local
• Gamification – Revolutionizing customer engagement
• Design – Pretty goods for the masses
• Extreme Fitness – Boot camps and mud runs to beat workout boredom
• Jobs – Rescuing the unemployed
• The One to Watch: Unmarrieds – Catering to Singles
38. Where Do Good Ideas Come From: The Natural
History of Innovation, Steve Johnson 2010
Editor's Notes
In The Roots of American Industrialization Meyer reexamines previous studies, provides new evidence, and presents a new explanation. He argues that agriculture and industry both grew and transformed, thus constituting mutually reinforcing processes. Eastern agriculture thrived from 1790 to 1860, and rising farm productivity permitted surplus labor to enter factories and provided swelling food supplies for growing rural and urban populations. Farms that were on poor soil and distant from markets declined, whereas other farms successfully adjusted production as rural and urban markets expanded and as Midwestern agricultural products flowed eastward after 1840. Rural and urban demand for manufactures in the East supported diverse industrial development, and prosperous rural areas and burgeoning cities supplied increasing amounts of capital for investment. Metropolitan regional hinterlands around Boston, New York, Philadelphia, and, to a lesser extent, Baltimore, experienced broadly similar transformations of agriculture and manufacturing, forming the eastern anchor of the American manufacturing belt.
As rich state Connecticut needs high salary & benefit jobsValue added Industrial traded jobs” decline in numbers due to productivity gainsNew “post-industrial” high tech jobs needed Potential exists, but job growth means income loss. Connecticut must compete in at top of knowledge sectors by promoting entrepreneurship.There is no central organizing force to create an culture of innovation – many groups organized for that purpose are political, parochial or operate in a spirit of scarcity.
Funding Retention EffortsAcceleratorsBusiness plan competitionsIncubatorsEntrepreneurs in ResidenceMentor networksOpening universities to collaborationSkilled workers, key talentGrants & debtRetentionRegulatory ReliefConnections to larger firmsMarket intelligence & assessments