This research – based on 100+ survey responses, 12 depth interviews, and analysis of nearly 200 other Hubs – provides the starting point for understanding Europe’s Creative Hubs. It sets out who they are, what they do, and what support they need.
This research – based on 100+ survey responses, 12 depth interviews, and analysis of nearly 200 other Hubs – provides the starting point for understanding Europe’s Creative Hubs. It sets out who they are, what they do, and what support they need.
Toward a grounded theory of effective business incubation 2008Vasily Ryzhonkov
Business incubators are found all over the world. Yet, to date, no viable integrative
theory of effective business incubation exists. This essay outlines a grounded theory
of incubation, driven by case studies, empirical results, and field work, based on
three main principles that generalize across countries and cultures. They are:
• The paradox of market emulation:Successful incubators both emulate market con-ditions and shield their ‘infants’ from them. Managing this paradox is fraught
with difficulty, not the least because it is often not explicitly recognized.
• Resolving the key make-or-break constraint:In every country, there are many con-straints that hinder ultimate business success of incubator projects, but there is
one key constraint that always ‘resonates’, i.e., that dominates the attention and
concern of project managers. In India, this constraint is funding. In Israel, where
the VC industry is mature and liquid, funding is not a major constraint (though
as always and everywhere, raising money is a major challenge), but experienced
managerial capacity is the resonating factor. Hence, a theory of incubation should
include principles that guide identification of the key ‘resonating’ constraint and
provide direction toward reducing or eliminating it.
• Alignment with local and national cultures:Culture is a shared, learned, symbolic
system of values, beliefs, and attitudes that shapes and influences perception
and behaviour. Culture is how values drive behaviour. In national studies of
incubation, it is strongly evident how powerfully national culture acts as a medi-ating variable between, for instance, incubator operations and processes and the
national and global business environment. Hence, a theory of incubation should
include answers to the following question:
How can incubator processes align well with elements of national and local culture, in order
to:
• reinforce those aspects of the culture that act positively to help incubator projects
attain success
• mitigate or eliminate those aspects of culture that act negatively, and lead to
failure?
BUSINESS INCUBATION AS ELEMENT OF BUSINESS SERVICE INSTITUTION AND SME DEVEL...Vasily Ryzhonkov
The core of the political and economic transformation of any country in transition (CIT) is
the creation of the private sector, the development of entrepreneurship and creation of small and
medium-sized enterprises (SMEs). They are consideredto be one of the principal driving forces in
economic development. SMEs stimulate private ownership and entrepreneurial skills, they are
flexible and can adapt quickly to changing market demand and supply situations, they generate
employment, help diversify economic activity and make a significant contribution to exports and
trade. SMEs also play an important role in innovation and the high-tech business, due to their
flexibility and creativity many of them became large businesses. In this process emphasis should be
laid on creation of a business friendly environment in which the transformation of the society
towards a market economy should be taken place
Ensemble's "Startup Excubator" Model vs. Other Accelerator ProgramsRed Rocket Ventures
Here is the presentation George Deeb, of Red Rocket Ventures and the Ensemble Alliance, made at Techweek Chicago 2014. It summarizes the plusses and minuses of Ensemble's "Startup Excubator" model vs. other accelerator programs.
Here is a link to the matching video on YouTube:
https://www.youtube.com/watch?v=yqBbjzUJqUc
Here is a link to Ensemble website: http://EnsembleHQ.com.
The accelerator and incubator ecosystem in Europe (2013)FrenchWeb.fr
The document discusses accelerators, incubators, and company builders that have helped advance entrepreneurship globally by supporting startups. It summarizes the key findings of a study that mapped 260 such startup programs across 10 European countries, finding Europe has a comparable number per capita to the US. The programs show diversity across countries in their geographical distribution and funding models. The document calls for European policies to address this diversity and funding gaps to further support entrepreneurship.
Pre-accelerators are emerging organizations that provide support to very early-stage startups and entrepreneurs. This document summarizes the outcomes of the first European Pre-Accelerator Summit, which brought together 11 prominent pre-accelerators from across Europe. The Summit discussed definitions of pre-acceleration, key metrics used to measure impact, different business models, and the future outlook. While pre-accelerators are still evolving, the Summit provided insight into current best practices and aims to spur wider discussion around supporting early-stage entrepreneurship in Europe.
How To Implement Open Innovation: OI Chess ParadigmRob Veldt
Describes the OI Chess Paradigm. A toolbox which provides a structured approach to transform organizations from closed to open, using leadership styles and organizational identity, with attention to people, operations, policy and culture.
This document provides an agenda for a guest lecture on open innovation including:
1. An overview of open innovation and real examples of companies adopting open innovation practices.
2. Insights into organizational readiness for open innovation and the human aspect based on research in academia and consulting.
3. Future aspects of open innovation.
4. A Q&A session.
The document discusses the shift to more open business models and collaboration with external partners to access new ideas and accelerate innovation. Open innovation can take various forms from sourcing ideas to joint development and commercialization of innovations.
This research – based on 100+ survey responses, 12 depth interviews, and analysis of nearly 200 other Hubs – provides the starting point for understanding Europe’s Creative Hubs. It sets out who they are, what they do, and what support they need.
Toward a grounded theory of effective business incubation 2008Vasily Ryzhonkov
Business incubators are found all over the world. Yet, to date, no viable integrative
theory of effective business incubation exists. This essay outlines a grounded theory
of incubation, driven by case studies, empirical results, and field work, based on
three main principles that generalize across countries and cultures. They are:
• The paradox of market emulation:Successful incubators both emulate market con-ditions and shield their ‘infants’ from them. Managing this paradox is fraught
with difficulty, not the least because it is often not explicitly recognized.
• Resolving the key make-or-break constraint:In every country, there are many con-straints that hinder ultimate business success of incubator projects, but there is
one key constraint that always ‘resonates’, i.e., that dominates the attention and
concern of project managers. In India, this constraint is funding. In Israel, where
the VC industry is mature and liquid, funding is not a major constraint (though
as always and everywhere, raising money is a major challenge), but experienced
managerial capacity is the resonating factor. Hence, a theory of incubation should
include principles that guide identification of the key ‘resonating’ constraint and
provide direction toward reducing or eliminating it.
• Alignment with local and national cultures:Culture is a shared, learned, symbolic
system of values, beliefs, and attitudes that shapes and influences perception
and behaviour. Culture is how values drive behaviour. In national studies of
incubation, it is strongly evident how powerfully national culture acts as a medi-ating variable between, for instance, incubator operations and processes and the
national and global business environment. Hence, a theory of incubation should
include answers to the following question:
How can incubator processes align well with elements of national and local culture, in order
to:
• reinforce those aspects of the culture that act positively to help incubator projects
attain success
• mitigate or eliminate those aspects of culture that act negatively, and lead to
failure?
BUSINESS INCUBATION AS ELEMENT OF BUSINESS SERVICE INSTITUTION AND SME DEVEL...Vasily Ryzhonkov
The core of the political and economic transformation of any country in transition (CIT) is
the creation of the private sector, the development of entrepreneurship and creation of small and
medium-sized enterprises (SMEs). They are consideredto be one of the principal driving forces in
economic development. SMEs stimulate private ownership and entrepreneurial skills, they are
flexible and can adapt quickly to changing market demand and supply situations, they generate
employment, help diversify economic activity and make a significant contribution to exports and
trade. SMEs also play an important role in innovation and the high-tech business, due to their
flexibility and creativity many of them became large businesses. In this process emphasis should be
laid on creation of a business friendly environment in which the transformation of the society
towards a market economy should be taken place
Ensemble's "Startup Excubator" Model vs. Other Accelerator ProgramsRed Rocket Ventures
Here is the presentation George Deeb, of Red Rocket Ventures and the Ensemble Alliance, made at Techweek Chicago 2014. It summarizes the plusses and minuses of Ensemble's "Startup Excubator" model vs. other accelerator programs.
Here is a link to the matching video on YouTube:
https://www.youtube.com/watch?v=yqBbjzUJqUc
Here is a link to Ensemble website: http://EnsembleHQ.com.
The accelerator and incubator ecosystem in Europe (2013)FrenchWeb.fr
The document discusses accelerators, incubators, and company builders that have helped advance entrepreneurship globally by supporting startups. It summarizes the key findings of a study that mapped 260 such startup programs across 10 European countries, finding Europe has a comparable number per capita to the US. The programs show diversity across countries in their geographical distribution and funding models. The document calls for European policies to address this diversity and funding gaps to further support entrepreneurship.
Pre-accelerators are emerging organizations that provide support to very early-stage startups and entrepreneurs. This document summarizes the outcomes of the first European Pre-Accelerator Summit, which brought together 11 prominent pre-accelerators from across Europe. The Summit discussed definitions of pre-acceleration, key metrics used to measure impact, different business models, and the future outlook. While pre-accelerators are still evolving, the Summit provided insight into current best practices and aims to spur wider discussion around supporting early-stage entrepreneurship in Europe.
How To Implement Open Innovation: OI Chess ParadigmRob Veldt
Describes the OI Chess Paradigm. A toolbox which provides a structured approach to transform organizations from closed to open, using leadership styles and organizational identity, with attention to people, operations, policy and culture.
This document provides an agenda for a guest lecture on open innovation including:
1. An overview of open innovation and real examples of companies adopting open innovation practices.
2. Insights into organizational readiness for open innovation and the human aspect based on research in academia and consulting.
3. Future aspects of open innovation.
4. A Q&A session.
The document discusses the shift to more open business models and collaboration with external partners to access new ideas and accelerate innovation. Open innovation can take various forms from sourcing ideas to joint development and commercialization of innovations.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - FinalBurton Lee
Dr. Burton Lee testified before the European Parliament's Industry, Research and Energy Committee on EU innovation policy. He made several recommendations: 1) the EU should directly engage with Silicon Valley to connect to its innovation ecosystem; 2) commercialization of EU research outcomes is disconnected and a framework is needed; 3) explicit connections between research and commercialization should be established where appropriate. Other issues that deserve attention include product design education, student entrepreneurship support, and university reform.
How can big and small companies innovate better together? That is the focus of my upcoming book and this presentation. In my talk, I get into topics such as:
- what open innovation is
- the differences between big and small companies
- why big companies need small companies
- why things go wrong
-
Technology Business Incubator Manual by Lalkaka 2000Vasily Ryzhonkov
This document provides an overview manual on Technology Business Incubators produced by UNESCO. It discusses the role of incubators in supporting new venture creation and economic development. The manual covers various topics related to incubators including incubation concepts, planning and establishing an incubator, implementing operations, lessons from case studies, and future trends. It is intended to raise awareness and share knowledge about technology business incubators, particularly in developing countries.
Open Innovation Process and Open Closed Innovation Sandra Cecet
Research project by Sandra Cecet & Sanya Khanna. We are interested in the Open Innovation process, when, why and how is happens. As well, is it indeed such an open paradigm as a literature suggests.
Key Words: Open Innovation, Closed Innovation, Open-Closed Innovation, Multinational Companies, New Product Development, Radical Innovation, Mindset, Collaboration.
1. Innovation ecosystems involve a network of actors working together to enable entrepreneurship, including idea generators, entrepreneurs, experienced managers, mentors, funding sources, customers, suppliers, and partners.
2. Successful ecosystems provide access to talent, technologies, advice, capital, networks, and other resources needed at each stage of a venture's development.
3. Incubators, accelerators, and co-working spaces play distinct but complementary roles in supporting entrepreneurs and startups at different stages by providing resources, mentoring, and connections.
2003 Janson and McQueen Once upon a Leader EXECUTIVE REPORTAnnick Janson
This report summarizes a study conducted by The Royal Society of New Zealand and New Zealand Trade and Enterprise to identify characteristics of successful leadership in commercializing science and technology. They interviewed 31 leaders and identified a pathway model with 5 elements: development stages from starting a business to sustained success internationally; leadership and environmental factors for progression; enablers who provide support; and excuses people give for not progressing. The leadership pathway narrows from many starting at the bottom to very few at the top. The study found common experiences and that New Zealand's strengths for commercialization come from its challenging market conditions requiring innovation.
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
Slide presentation accompanying the paper titled: "Realizing Hong Kong's knowledge-based economy potential as part of a rising China" submitted to The Eighth Annual Conference of The Asian Study Association of Hong Kong, 8-9 March 2013
Startup Ecosystem Canvas: How to Map Out Your Local Startup CommunityThe Founder Institute
The document introduces the Startup Ecosystem Canvas, a framework for mapping local startup ecosystems. It is intended to make ecosystems more transparent and accessible to newcomers. The canvas outlines the typical stages startups go through (idea, launch, growth) and resources available at each stage like events, workspaces, funding. It also includes key supporters like evangelists, government programs, and talent from universities. When completed, the canvas can be turned into an infographic to promote the local ecosystem. The Founder Institute offers to create these infographics for any community that submits a completed canvas.
An introduction to accelerator funds and their role in stimulating entreprene...Luis Rivera
This document introduces accelerator programs and their role in stimulating entrepreneurship in Spain. It discusses how the traditional product development model is no longer valid for high-tech startups due to a lack of iteration and flexibility. It advocates adopting a customer-centric approach based on the Lean Startup methodology, with its emphasis on iterative customer discovery, validation of the business model and marketing strategy, and building a sustainable company. This new model allows startups to pivot quickly based on tangible customer feedback rather than untested hypotheses.
A systematic review of business incubation researchVasily Ryzhonkov
This document provides a systematic review of the literature on business incubators and incubation. It analyzes problems with existing research and identifies opportunities for future research. The review finds that while much attention has been given to describing incubator facilities, less research has focused on incubatees, the innovations they develop, and outcomes achieved. It calls for future research to address these understudied areas as well as the incubation process itself. The review categorizes the literature into five orientations: incubator development studies, incubator configuration studies, incubatee development studies, studies of incubator/incubation impacts, and theoretical studies. It provides definitions of key concepts and outlines the historical context and evolution of business incubation research.
Building the innovation ecosystem in the bankMichal Turna
The document discusses how to build and maintain an innovation ecosystem within a bank or company. It recommends starting small with a few passionate people and a dedicated budget to allow experimentation. An innovation ecosystem requires strong leadership, observing customer needs, networking, and running early prototypes to test the innovation process. The goal is not just improving existing offerings but creating new markets through disruptive innovations. Successful innovation ecosystems exist within companies as internal labs, through external venture funding, and by disruptive startups that provide new value through innovative business models and corporate social responsibility.
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
The European Creative Hubs Network (ECHN) is a two-year project co-funded by the European Union through the Creative Europe programme. The project helps Creative Hubs connect and collaborate across Europe.
Creative Hubs: Understanding The New Economy (BC, 2016)Rony Octavianto
This report has been commissioned to better understand their diverse value, processes and motivations and in doing so, analyse how best to support and stimulate the wider creative economy they are rooted in, particularly in times of political and financial uncertainty.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - FinalBurton Lee
Dr. Burton Lee testified before the European Parliament's Industry, Research and Energy Committee on EU innovation policy. He made several recommendations: 1) the EU should directly engage with Silicon Valley to connect to its innovation ecosystem; 2) commercialization of EU research outcomes is disconnected and a framework is needed; 3) explicit connections between research and commercialization should be established where appropriate. Other issues that deserve attention include product design education, student entrepreneurship support, and university reform.
How can big and small companies innovate better together? That is the focus of my upcoming book and this presentation. In my talk, I get into topics such as:
- what open innovation is
- the differences between big and small companies
- why big companies need small companies
- why things go wrong
-
Technology Business Incubator Manual by Lalkaka 2000Vasily Ryzhonkov
This document provides an overview manual on Technology Business Incubators produced by UNESCO. It discusses the role of incubators in supporting new venture creation and economic development. The manual covers various topics related to incubators including incubation concepts, planning and establishing an incubator, implementing operations, lessons from case studies, and future trends. It is intended to raise awareness and share knowledge about technology business incubators, particularly in developing countries.
Open Innovation Process and Open Closed Innovation Sandra Cecet
Research project by Sandra Cecet & Sanya Khanna. We are interested in the Open Innovation process, when, why and how is happens. As well, is it indeed such an open paradigm as a literature suggests.
Key Words: Open Innovation, Closed Innovation, Open-Closed Innovation, Multinational Companies, New Product Development, Radical Innovation, Mindset, Collaboration.
1. Innovation ecosystems involve a network of actors working together to enable entrepreneurship, including idea generators, entrepreneurs, experienced managers, mentors, funding sources, customers, suppliers, and partners.
2. Successful ecosystems provide access to talent, technologies, advice, capital, networks, and other resources needed at each stage of a venture's development.
3. Incubators, accelerators, and co-working spaces play distinct but complementary roles in supporting entrepreneurs and startups at different stages by providing resources, mentoring, and connections.
2003 Janson and McQueen Once upon a Leader EXECUTIVE REPORTAnnick Janson
This report summarizes a study conducted by The Royal Society of New Zealand and New Zealand Trade and Enterprise to identify characteristics of successful leadership in commercializing science and technology. They interviewed 31 leaders and identified a pathway model with 5 elements: development stages from starting a business to sustained success internationally; leadership and environmental factors for progression; enablers who provide support; and excuses people give for not progressing. The leadership pathway narrows from many starting at the bottom to very few at the top. The study found common experiences and that New Zealand's strengths for commercialization come from its challenging market conditions requiring innovation.
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
Slide presentation accompanying the paper titled: "Realizing Hong Kong's knowledge-based economy potential as part of a rising China" submitted to The Eighth Annual Conference of The Asian Study Association of Hong Kong, 8-9 March 2013
Startup Ecosystem Canvas: How to Map Out Your Local Startup CommunityThe Founder Institute
The document introduces the Startup Ecosystem Canvas, a framework for mapping local startup ecosystems. It is intended to make ecosystems more transparent and accessible to newcomers. The canvas outlines the typical stages startups go through (idea, launch, growth) and resources available at each stage like events, workspaces, funding. It also includes key supporters like evangelists, government programs, and talent from universities. When completed, the canvas can be turned into an infographic to promote the local ecosystem. The Founder Institute offers to create these infographics for any community that submits a completed canvas.
An introduction to accelerator funds and their role in stimulating entreprene...Luis Rivera
This document introduces accelerator programs and their role in stimulating entrepreneurship in Spain. It discusses how the traditional product development model is no longer valid for high-tech startups due to a lack of iteration and flexibility. It advocates adopting a customer-centric approach based on the Lean Startup methodology, with its emphasis on iterative customer discovery, validation of the business model and marketing strategy, and building a sustainable company. This new model allows startups to pivot quickly based on tangible customer feedback rather than untested hypotheses.
A systematic review of business incubation researchVasily Ryzhonkov
This document provides a systematic review of the literature on business incubators and incubation. It analyzes problems with existing research and identifies opportunities for future research. The review finds that while much attention has been given to describing incubator facilities, less research has focused on incubatees, the innovations they develop, and outcomes achieved. It calls for future research to address these understudied areas as well as the incubation process itself. The review categorizes the literature into five orientations: incubator development studies, incubator configuration studies, incubatee development studies, studies of incubator/incubation impacts, and theoretical studies. It provides definitions of key concepts and outlines the historical context and evolution of business incubation research.
Building the innovation ecosystem in the bankMichal Turna
The document discusses how to build and maintain an innovation ecosystem within a bank or company. It recommends starting small with a few passionate people and a dedicated budget to allow experimentation. An innovation ecosystem requires strong leadership, observing customer needs, networking, and running early prototypes to test the innovation process. The goal is not just improving existing offerings but creating new markets through disruptive innovations. Successful innovation ecosystems exist within companies as internal labs, through external venture funding, and by disruptive startups that provide new value through innovative business models and corporate social responsibility.
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
The European Creative Hubs Network (ECHN) is a two-year project co-funded by the European Union through the Creative Europe programme. The project helps Creative Hubs connect and collaborate across Europe.
Creative Hubs: Understanding The New Economy (BC, 2016)Rony Octavianto
This report has been commissioned to better understand their diverse value, processes and motivations and in doing so, analyse how best to support and stimulate the wider creative economy they are rooted in, particularly in times of political and financial uncertainty.
ECBN - A Manifesto for InternationalisationCallum Lee
The document outlines 5 principles for effective internationalization of cultural and creative industries in Europe according to the European Creative Business Network (ECBN). The principles are: 1) Internationalization must be led by individual businesses, 2) Face-to-face interaction is important, 3) Internationalization can benefit businesses of any size or sector, 4) Internationalization needs European support through programs and regulations, and 5) Better data and evidence is needed to understand effective internationalization strategies. ECBN and the European Commission should adopt these principles to most effectively support growth of cultural and creative industries internationally.
The document discusses a brainstorming session on supporting startups and scaling up at the iEER Conference in Brussels. It provides background on iEER which aims to define solutions to boost regional entrepreneurship ecosystems. Key findings from iEER include the need for collaboration across organizations and reducing silos. Examples of good practices for startup support are provided, such as startup events and incubation/acceleration programs. Challenges and opportunities for the future are then discussed, such as how to bridge innovation and business, the role of funding, and leveraging new technologies.
The role of science, industrial and technology parksAntonio Sfiligoj
presented at UNIDO workshop "Fostering inclusive and sustainable local industrial development in Europe and Central Asia" Ljubljana Slovenija April 8 2014
The document discusses Silicon Valley's innovation ecosystem and its strengths. It notes that Silicon Valley has high transparency in its venture capitalism system, with standardized legal documents and many experienced VC experts. This helps entrepreneurs easily access funding and resources. However, it also identifies weaknesses like high housing costs and threats like strict US immigration laws, which could cause some startups to move elsewhere. Overall the document provides an overview of key factors that have contributed to Silicon Valley's success as well as challenges it faces.
The document provides an executive summary of a report on allocating investments for impact. It discusses how impact investment aims to align private capital with social and environmental goals. While impact investment is growing, it still represents a small portion of global assets. The report calls on institutional investors to incorporate impact considerations into strategic asset allocation in order to help scale impact investment and more effectively address social and environmental issues. It provides some initial recommendations on how to implement impact within strategic asset allocation frameworks.
eHealth HUB Storybox | eHealth HUB Platform Stories and cases from the Europe...eHealth HUB
eHealth HUB Storybox | eHealth HUB Platform Stories and cases from the European market. Discover how eHealth HUB initiative can support digital health startups and SMEs in Europe.
Scaling Social Innovation_BENISI-TRANSITION experiences and first success sto...Claudia Marengo
This document provides an overview of two European projects - BENISI and TRANSITION - that aim to support social innovation and entrepreneurship across Europe. BENISI focuses on scaling existing social innovations and has identified over 200 innovations across five geographic clusters. TRANSITION operates in six regions to support over 300 social innovations and has established a network of social innovation stakeholders across Europe. Both projects are testing tools and methodologies for social innovation incubation and aim to help social enterprises scale up and have greater impact. Initial findings from their activities are presented.
Accelerators, incubators and so-called
“company builders” are innovative
investment vehicles and business
service providers that have made
a novel contribution to advancing
entrepreneurship around the globe,
helping an entire generation of young
companies, and particularly high-tech
startups, to grow, prosper and thrive.
These startup programmes have become
many young companies’ principal source
of knowledge and support; they are in a
position not just to help the needy, but to
encourage the worthy.
The document provides an overview of a book titled "From Knowledge to Value: Unfolding the Innovation Cube". The book presents a methodology called NIMCube for effective innovation management. It conceptualizes innovation using six facets: reuse of existing knowledge, invention of new knowledge, stakeholders' contributions, performance/bottom line, exploitation of new products, and ecology/environment. The book offers tools to improve innovation processes and create value from new ideas. It also presents case studies and perspectives from innovation experts.
Venturelab Twente softlanding and new business incubationjaapvantilburg
The University of Twente in The Netherlands has 30 years of experience in supporting new high-tech company support. The University has developed itself as an incubator with many support mechanisms. The pre-incubator facility VentureLab Twente is focussing on high-tech high growth and welcoming also softlanders. This was presented by Aard Groen and Jaap van Tilburg at NBIA's conference in Kansas in april 2009 using this slideshow.
The document discusses a project in the Netherlands where 30 cultural organizations came together to benchmark their fundraising effectiveness and share best practices. A key challenge was comparing organizations of different types and sizes. The project creator developed a process that uses ratios to anonymously compare each organization's fundraising performance to others. Participating organizations receive reports on their relative strengths and weaknesses, allowing them to improve their fundraising over time. Four years later, individual donations to the group have increased 152%, demonstrating the value of the collaborative benchmarking approach.
This document discusses inclusive innovation and the challenges of current innovation policy. It argues that innovation and productivity vary widely between industries, firm sizes, and localities, and these disparities seem to be growing. Current centralised innovation policy may be exacerbating these disparities by primarily supporting the most innovative firms. The document proposes introducing distribution sensitive innovation policies to promote innovation among less productive firms and sectors through measures like supporting R&D in traditional industries, innovation in peripheral areas, STEM training for disadvantaged groups, and technologies to promote inclusion. It also stresses the importance of knowledge diffusion and absorptive capacity.
This document summarizes a presentation on transatlantic cooperation for innovation given by Richard Bendis. The presentation discusses how leading nations are responding to the global innovation imperative through high-level focus on innovation, sustained R&D support, support for SMEs, and new innovation partnerships. It emphasizes the importance of collaboration between the US and Europe to leverage their combined strengths in areas like education, research, and open markets. The presentation outlines how intermediaries can help connect players in regional innovation ecosystems and overcome challenges like funding gaps through programs and investment.
This document provides information about the 10th World Intellectual Capital Conference, which will focus on "Managing Knowledge in Boundless Organizations". The conference will feature presentations and discussions on measuring and leveraging knowledge in organizations that operate across multiple spaces. Specific topics will include knowledge flow in distributed settings, emerging practices for knowledge sharing, and the role of data in new business models. The conference aims to address these issues from different perspectives and provide policy implications. As in previous years, there will be a focus on reviewing country programs related to intellectual capital, with this year's regional focus being on Brazil and its experiences measuring and monitoring knowledge-based capital.
News and Newspaper Industry: Towards a New Leadership in Innovation. Manifesto for an International Alliance for Media Research and Innovation.
Looking ahead, the newspapers and news publishers global community should become more open and integrate more players into research, development and innovation: public and private research centres and labs, start-ups and innovative technology providers, VC, business angles, and research funding partners in order to create an overall ecosystem of innovation to serve the fast moving media value chain. This ecosystem of innovation will develop around four pillars: 1) a shared strategic vision presented in this manifesto, 2) Training and coaching, 3) the co-production of innovative services and technologies in partnership with the world of research, 4) Technology transfer with specific interface between startups, tech providers and publishers.
Intrigued ? Contact Stephen Fozard, Wan-Ifra Media Innovation Hub Project Director, stephen.fozard@wan-ifra.org
How to effectively seek funding in the European Digital Health sector | eHeal...eHealth HUB
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1. Who they are, what they do
Summary report – 2015
EUROPE’S CREATIVE HUBS
EUROPE’S CREATIVE HUBS
2. This research – based on 100+ survey responses, 12 depth
interviews, and analysis of nearly 200 other Hubs – provides the
starting point for understanding Europe’s Creative Hubs. It sets
out who they are, what they do, and what support they need. It
shows:
● There are a huge variety of Creative Hubs, with a range of
public and private funded organisations running Hubs. Around
one-third receive no public funding. This diversity of business
models makes it hard to provide effective support to the sector
as a whole.
● To manage this diversity, we can break Hubs down into two
groups: space-based Hubs (Studios or Centres) and place-
based Hubs (Clusters or Networks).
● All Hubs aim to make a difference – to businesses, economies,
and communities. Interviews identified evidence of this impact
as a key research gap.
● To help reach their potential, Hub Managers need support to
manage the range of challenges they face from advocacy to
growth management. The proposed network is important in
helping them to do this.
● But most of all, they are hungry for investment to help them
develop new facilities and new services. EU funding
programmes may not work for them.
● Hubs are optimistic and they feel their time has come. As
Executive Summary
42% of our sample are non-
profits. One quarter are
government agencies.
Three quarters aim to support
their local economies and the
same to support their local
communities.
22% of Hub Managers ask for
management support to help
them manage the range of
skills needed to run their Hubs.
90% are optimistic about the
future.
The major reason for
pessimism is lack of funding.
Around half have applied for
EU Funds, but few have won
them.
HEADLINES
EUROPE’S CREATIVE HUBS
2
3. Contents
This research aims to set the context for and to better understand Europe’s
creative hubs
OVERVIEW
Introduction 4
Where are Europe’s Creative Hubs 5
Typology 6
Operating models 7
KEY ISSUES
Impact 8
Business Models 8
Support Needs 9
THE FUTURE
Optimism 11
Pessimism 12
Funding 14
Conclusion 15
EUROPE’S CREATIVE HUBS
3
EUROPE’S CREATIVE HUBS is a report
authored by
Callum Lee of BOP Consulting on behalf of the
European Creative Business Network
(ECBN).The study
was part of a collaborative project between
ECBN,
ADDICT, Creative Industries Portugal, and the
British
Council.
Produced by Callum Lee (BOP Consulting ,
www.bopconsulting.eu), with Gemma
Hutchinson,
Kristina Orasanin & Melanie Esteves
Thanks to:
• Bernd Fesel, Mehjabeen Price, Michal Hladky
& Leo van Loon (ECBN Executive Board)
• Cristina Farina, Rui Monteiro, & Bruno Pires
(ADDICT)
• Lynsey Smith & Ben Evans (British Council)
• Jonathan Robinson
• Janine Matheson (Creative Edinburgh)
And all the Hub managers who contributed or
took part
4. Our approach
- Preliminary consultation with stakeholders to
understand key issues facing Hubs.
- Structured web search to identify nearly 200 Creative
Hubs as well as basic data on size, type, location.
- Short survey circulated through ECBN members and
in registration for the European Creative Hubs Forum
(held in Lisbon in January 2015) . This was open
between December 2014 and February 2015.
Additional responses were included from other ECBN
members and project partners to increase sample
sizes and fill gaps.
- 12 detailed interviews with Hub managers, half of
which were at the Forum and half as follow ups.
- Summary Report launched May 2015, with listings and
location data made open and available online.
The argument for the value of culture and creative industries in
Europe has largely been won – they help create societies that
are worth living in, and they are central to any successful,
prosperous economy.
So the big question for government or those working in the
sector is no longer why should we invest, but how should we
invest. And, therefore, they need new evidence to help make
these new decisions.
One gap in the research is around the Creative Hub, an elusive
organisation defined by us as an “infrastructure or venue that
uses a part of its leasable or available space for networking,
organisational and business development within the cultural
and creative industries sectors.”*
This research – based on 100+ survey responses, 12 depth
interviews, and analysis of nearly 200 other Hubs – aims to
provide a starting point for this debate by providing first
indications of who these Hubs are, what they do, and the
support that they need.
We hope these findings provides a base from which further
research can be commissioned, and which will ultimately
improve the support offered to Creative Hubs, and so the
contribution that the cultural and creative industries make,
Introduction
4
EUROPE’S CREATIVE HUBS
*See creativehubs.org/en/creative-hubs-project/what-
is-a-creative-hub
5. EUROPE’S CREATIVE HUBS
Our sample
But it’s neither a precise
mapping or perfect
sample. We had more
Hubs from the UK,
Portugal & Netherlands
than expected –
representing the
contacts of the
organisations who
sponsored the study.
The survey sample
(where many of the
findings are drawn
from) is particularly
over representative of
these groups.
The 300 Hubs we studied
came from 24 of the 28 EU
nations.
The sample is fairly well
balanced at an EU level. The
100 Hubs who responded to
the survey were
representative of High and
Low Creative Intensity
countries.
5
1%
1%
1%
1%
1%
1%
1%
1%
1%
1%
2%
2%
2%
2%
3%
3%
4%
5%
5%
7%
8%
9%
16%
23%
Croatia
Cyprus
Malta
Poland
Luxembourg
Romania
Slovakia
Sweden
Denmark
Latvia
Czech Republic
Hungary
Greece
Ireland
Estonia
Italy
Austria
France
Belgium
Germany
Portugal
Spain
Netherlands
UK
Hubs in
study EU pop.
Countries with High
High Creative
Intensity
Those with high proportions
of CI jobs as % of total*
71% 64%
Countries with Low
Low Creative
Intensity
Those with low proportions
of CI jobs as % of total
29% 36%
Origin
*See The European Cluster
Observatory (2011) Priority
Sector Report: Creative and
Cultural Industries
6. EUROPE’S CREATIVE HUBS
Using the data, we identified four distinct
types of Creative Hub
STUDIO CENTRES CLUSTERS NETWORKS
Smaller, niche creative
spaces, like Coworking
Salzburg in Austria.
18% of our sample.
We defined these as
physical spaces
supporting fewer than
20 businesses.
Halfway between a
Factory and a
Network. These
include both big
networks and physical
spaces, like Brighton
Fuse in the UK.
16% of our sample.
Physical spaces but
also a large network
These Hubs don’t run
physical spaces
(although they may
use them) but they
are often based on a
geographical area, like
Portugal’s ADDICT.
19% of our sample.
These have no
physical space.
HUBS BASED AROUND PLACES
Larger, physical
spaces. Like Strijp-S
in the Netherlands.
47% of our sample.
Physical spaces
supporting more than
20 businesses.
On average, these have:
20 Businesses
EUR 210k Turnover
3.5 FTE staff
On average, these have:
40 Businesses
EUR 120K Turnover
9 FTE staff
HUBS BASED AROUND SPACES
6Base: 44; 35
7. EUROPE’S CREATIVE HUBS
#1 Helping
businesses to
connect
#2 Supporting the
local creative
economy
#3 Supporting the
local community
Hubs feel they make a difference in three
main ways
“We invest part of
our income from
rent into making
the building into
art-work and into
creative projects in
neighbourhoods”
“Bringing artists &
residents together –
supporting the areas
creative environment
whilst promoting it as
vibrant, creative,
socially engaged and
welcoming.”
“We help freelancers
& location
independent
workers be more
socially connected,
productive and
happy”
7
84%
of Hubs said they did this
76%
of Hubs said they did this
74%
of Hubs said they did this
Base: 68
... But interviews with Hub Managers suggested few have robust evidence of their own
impact
8. 46% 67%
54% 33%
EUROPE’S CREATIVE HUBS
Source of funding
1 in 3 receive no public funding. On average, Places Hubs received
more than Spaces Hubs. Non-profits are the largest group.
Hubs have a wide range of funding models
Earned Income Public Funds
SPACES PLACES
8Base: 94; 94; 44; 40
A non-profit (e.g.
Community)
42%
Part of government 27%
A business (i.e. Profit
making)
24%
Part of a University 7%
Organisation type
9. EUROPE’S CREATIVE HUBS
Hubs ask for funding and resources,
but also management support
14%
14%
22%
42%
international
networking
support for
businesses
management
support
funding or
resources
As % of total requests for support
Our interviews suggest
Hubs are run by
passionate, committed
and entrepreneurial
individuals.
But many recognised
gaps in their expertise
and lacked resources to
address them (overleaf).
The British Council are
developing a HubKit for
Hub Managers, from
Spring 2015
9Base: 94
10. EUROPE’S CREATIVE HUBS
Hub Managers asked for management
support in three main areas
“Help me with Hub
management”
“Help me improve
the services I
offer”
“Help me with
advocacy or
communications”
● Growth management to
support scaling up, or in
reaching new markets.
● Bureaucratic or
governance issues to
support relationship with
funders or government.
● Business model or cash
flow issues, such as
operating without subsidy,
maximising economic
return.
● Establishing a collective
vision.
● Delivering an effective
programme of activity.
● Effective collaboration with
local universities.
● Best practice for my
situation, such as creating a
rural hub.
● Enabling cross innovation.
● Meeting partners and
collaborators.
● Market research to
understand the context that
they work in.
● Marketing and
branding.
● Advocacy to promote the
creative and digital sector,
or national lobbying for
the creative industries
● Changing the mindset
of entrepreneurs in the
area to understand the
value of these support
services.
Internationalisation was a cross-cutting
theme, mentioned in all three categories
10Base: 94
11. EUROPE’S CREATIVE HUBS
Hubs feel their “time has come”
90% of Hubs are optimistic about the future, for three main reasons:
1.Enthusiasm
& support of
members
2. Growing
recognition of the
Creative
Industries and
of...
3. Growing
recognition of
Hubs’ role in the
local & national
economic context
11Base: 70
12. EUROPE’S CREATIVE HUBS
...there is one major reason for
pessimism, which we heard often
“I don’t have
any money”
12
All pessimistic Hubs
report funding as a
reason for gloom
Base: 24
13. EUROPE’S CREATIVE HUBS
... managers want these funds as an
investment in their work, not just to cover
costs
If you had more funding, what would you do?
“We would invest in
better equipment,
better training, and
also bring people from
abroad to provide a
different insight.”
“We would invest in
better salaries, on
operating costs, better
security,
accommodations for
guests, as well as
more lecturers.”
“Funded business
residencies to encourage
more small businesses to
engage with the University in
a meaningful way through
buying out some of their time.
We are in a developing
economy and we need to
incentivize investment in
research and development.“
13Source: Interviews
14. EUROPE’S CREATIVE HUBS
53%
47%
Applied to EU funding
yes
no
Applied for
funds from...
... and who’ve
won funding
Creative
Europe
17% 13%
ERDF 23% 13%
Money is an issue yet few have won the
EU funding that is directed at the
cultural and creative sectors
14Base: 70
Interviews suggested the funds were not suitable
for many – but more research is needed here.
15. EUROPE’S CREATIVE HUBS
1. There are a huge variety of Creative Hubs. Future research
should try to target subgroups of Hubs, as they have different
operating and funding models and will require different support.
2. One common thread is that all Creative Hubs aim to make a
difference – to businesses, economies, and communities.
Interviews identified evidence of impact as a research gap,
however.
3. To help reach their potential, Hub Managers need support to
manage the range of challenges they face. The proposed
network is important in helping them to do this.
4. They are also hungry for investment. But EU funding
programmes may not yet work for them.
5. Hubs are optimistic – they feel their time has come.
Conclusions
15
16. All the data
Availability of data
EUROPE’S CREATIVE HUBS
16
The data used in the report is open and available for
researchers to use at:
ecbnetwork.eu/europes-creative-hubs-mapping
Send comments and questions about the research
to:
callum@bop.co.uk
17. EUROPE’S CREATIVE HUBS
PROJECT PARTNERS
The European Creative Business
Network
www.ecbnetwork.eu
ECBN is a network of cultural and creative
industries development agencies. We
represent our 20 board members and help
them to:
• Learn and inspire each other
• Campaign for the sector in Brussels
• Find new funding working with trusted
partners
We were founded in 2011 and are a non-
profit Foundation, based in the
Netherlands.
17
British Council
creativeconomy.britishcouncil.org
The British Council is UK’s international
organisation for educational opportunities and
cultural relations. The Council builds trust and
understanding through activities in English, in
education, and through the arts.
In addition to developing partnerships and
projects across each major art form, the British
Council has a bespoke programme focussing
on the Creative Economy. We aim to strengthen
the links between global and UK creative
business, networks, policy makers and
entrepreneurs: promoting international
connections; exchanging skills, innovations and
best practice; and enhancing opportunities for
artists, creative businesses and entrepreneurs
to reach broader markets.
18. EUROPE’S CREATIVE HUBS
PROJECT PARTNERS
18
ADDICT – Creative Industries, Portugal
addict.pt
Created in 2008, currently gathers around diverse 100 members spanning the whole
spectrum of the culture and creative sector and it is recognised by the Ministry for
Economy as the coordinator of the creative industries cluster in Portugal. ADDICT’s
mission is to foster a favourable environment for the creative economy to thrive,
promoting capacity building and internationsalisation, advocating for adequate public
policy and acting as a networking and knowledge platform.
In the period 2009-2013, the North region invested in the creation of infrastructures
and events to ensure adequate conditions for hosting, producing and presenting
cultural and creative products and services.
Since 2013, ADDICT has been promoting the informal encounter and debate of the
sector´s main support venues. This group intends to be a space for exchange of
experiences and shared discussion on these creative centres’ role in the sector´s and
the territory development, in view of establishing partnerships for future collaborations
and joint action at regional, national and international level.