This presentation describes the Vinnväxt Program in Sweden, which is designed to promote regional competitiveness. It presents a case study of one biotech cluster initiative, Uppsala BIO - the Life Science Initiative.

1. Improving Competitiveness ----- A study of the Uppsala Biotech Cluster and Uppsala BIO – the Life Science Initiative Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org June 2008

3. Strong innovation performance in the Stockholm-Uppsala region Source: 2006 European Regional Innovation Scoreboard, Jan 2007

4. Sweden’s leading life science region

5. Life Science subsectors Source: VINNOVA, 2007 Sweden Uppsala N=4 400 N=36 500

6. Long tradition of scientific achievement Century Scientist Achievement Nobel prize 18th O. Rudbeck The lymphatic system 18th C. Linnæus Systema Naturæ classification 18th A. Celcius Thermometric scale (°C) 18th J.J. Berzelius Chemical elements (Se, Th, Si, Ti, Z) 19th A. J. Ångström Modern spectroscopy (Å unit) 19-20th M. Siegbahn X-ray spectroscopy 19-20th T. Svedberg Ultracentrifuge 20th A. Tiselius Electrophoresis 20th K. Siegbahn Electron spectroscopy 20th J.Porath, P. Flodin Gel filtration 20th G. Johansson, Immunoglobulin E H. Bennich, L. Wide C. Linnæus T. Svedberg A. Tiselius

9. Uppsala’s secret sauce? Attitudes Skills Resources UPPSALA’S

11. Dag Hammarskjölds Road Linnæus Center for Bioinformatics Ludwig Institute for Cancer Research Ångström Laboratory Material sciences, physics, energy, MEMS Center for Mathematics and Information Technology Uppsala Genetics Center Plant biology and forest genetics Veterinary Medicine Center University Hospital clinical research, clinical trials Uppsala Clinical Research Center Uppsala BIO SVA National Veterinary Institute M edical Products Agency Biomedical Centre Chemistry, pharmacology, surface biotechnology, bioinformatics Uppsala’s physical layout supports collaboration and knowledge flows Rudbeck Laboratory molecular genetics and medicine

14. County Admin. 2 people Swedish Univ. of Agriculture 2 people Chamber of Comm. 2 people County Council 2 people Uppsala Municipality 2 people STUNS CEO Vinnova Swedish Univ of Agric 2 people Uppsala Municipality 1 person Industry 4 people Uppsala BIO Steering Committee Visibility Innovation Competence Uppsala BIO-X Uppsala Univ 2 people CIND 3 people Uppsala University 2 people Uppsala BIO Management 3 people Uppsala BIO - A complex project organization University Hospital 1 person Scientific Advisory Board Uppsala University Coordinating Committee 10 people

19. Uppsala BIO-X – from Research to Prototype Uppsala BIO-X Scientific breakthroughs Prototypes Industrial mindset Capital Competence Contacts

28. Stockholm-Uppsala shall be recognized as one of the top 5 life science regions globally. A region where successful companies, together with world-class research, create new business opportunities and growth.

35. Results from the Uppsala Biotech Cluster Survey in 2006 Total number of respondents 283 * IFC is institute for collaboration, e.g., Uppsala BIO, STUNS, etc., and consists of all three sectors. These respondents are not included in the survey results presented here.

37. Perceptions of competitiveness differ significantly among cluster actors Teigland & Lindqvist 2007

39. Uppsala BIO’s vision appears to be clear, but the business sector is less sure Strongly disagree Strongly agree Neutral

40. Most see Uppsala BIO as a good use of resources while business is less positive Big waste of resources In general, what is your opinion of Uppsala BIO? Average Neutral Excellent use of resources

41. Strong primary level impact, yet weak secondary level impact Strongly disagree Strongly agree Neutral In general, during the past two years Uppsala BIO has contributed to an increase in ... UB’s primary objectives Secondary effects

43. However, Government rates UB as having more impact than Academia and Business In general, during the past two years Uppsala BIO has contributed to an increase in ... Strongly disagree Strongly agree Neutral

44. All Uppsala BIO activities are seen as valuable Extremely unvaluable Extremely valuable Neutral

45. However, the relative value of activities varies greatly by sector and involvement in UB +++ 1st valuable, ++ 2nd valuable, + 3rd valuable, – Least valuable Some columns have several activities with same value ranking due to equal values Academia Business Government Activity Pers inv Inv org Uninv org Pers inv Inv org Uninv org Pers inv Inv org Uninv org Bio-Pubs – ++ +++ ++ – Uppsala BIO website + +++ – + ++ Uppsala BIO newsletter – ++ +++ + BIO-X projects +++ ++ ++ – UIC programs + ++ +++ +++ ++ – Advice on patent/IP ++ +++ + ++ ++ +++ Career Days – ++ – – – + External visitors’ activities ++ + ++ +++ ++

46. Respondents view insufficient financing and potential company exits as biggest threats What are the biggest threats to Uppsala Biotech Cluster within the next 5 years? (% responses) Total responses = 241

48. Adapted from Kotter 1996 2. Build a powerful guiding coalition 1. Establish a sense of urgency 3. Create and communicate a compelling vision 8. Consolidate improvements and produce more change 4. Develop an effective activity plan 5. Choose a change specialist as a process leader 6. Plan for and create short-term wins 7. Ensure commitment and empower others Uppsala BIO: Elements of a successful change effort*

50. Building bridges between the different worlds “ I have been to several meetings organized by Uppsala BIO, but as a university professor, I feel really out of place among all those young businessmen in suits. As a natural scientist, who am I supposed to speak with?” Survey 2006 respondent comment

51. Facilitating interaction Government is quite distant from all commercial actors

56. Participation in UB activities by respondents involved directly or indirectly through their organization in UB Never heard of Very frequently

57. Participation in UB activities by respondents whose organization is not involved in UB N=60 Never heard of Very frequently

58. Value of UB activities by respondents involved directly or indirectly through their organization in UB N=99 Extremely valuable Extremely unvaluable

59. Value of UB activities by respondents whose organization is not involved in UB Extremely unvaluable Extremely valuable N=49

63. Building RTD networks across Europe