Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
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
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
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?
Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
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
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
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?
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
Global Startup Platform_Business Model Report_2012Vasily Ryzhonkov
This report contains information about Business Model of Global Startup Platform. There are several components covered:
1. Project Description
2. Marketing
3. Distribution
4. Costs
5. Sales
6. Partners
7. Revenue Models
8. Future Research
This report is the first version of the Report. We plann to update it as Market Research Report on the monthly basis.
Global Startup Platform_Market Research Report_2012Vasily Ryzhonkov
Global Startup Platform. Marketing Research Report. Version 4.0.
80+ pages of analysis and research, 4 online surveys analyzed, 9 reports from BCG, Startup Genome Project, Global Entrepreneurship Monitor, Opora Report, Yandex Report, TNS Report are analyzed.
New results are found.
Market Size Estimation for Russia is calculated.
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
Austin VC & Startup Ecosystem - RBL1 - Rebel One ResearchRebel One
For Rebel One we take pride in elevating entrepreneurs wherever they are. In our ecosystem research report on Austin we identify the venture capitalists, incubators, accelerators, startups, and other players that help the startup ecosystem flourish. Check out our latest report here.
Chicago VC & Startup Ecosystem - RBL1 - Rebel One ResearchRebel One
For Rebel One we take pride in elevating entrepreneurs wherever they are. In our ecosystem research report on Chicago we identify the venture capitalists, incubators, accelerators, startups, and other players that help the startup ecosystem flourish. Check out our latest report here.
Austin - Rebel One - Startup Ecosystem SnapshotRebel One
Rebel One is an investor network and fund focused on backing rebel founders. Rebel founders are located everywhere, not just the coasts of the U.S. where a bulk of the capital in venture is allocated. We are sharing ecosystem research for our investor network to help them find the best rebel founders.
This is a high level analysis of the Austin startup ecosystem for those investors.
This report is an attempt to cover as completely as possible the growth and overall status of the technology startup landscape in St. Louis, as of year end 2012. The report is based entirely on original data reported by the more than 250 startups that ITEN has tracked since 2008.
ITEN accelerates tech startups with programs for rapid product development, connections to talent, essential networking, and access to funding. Designed by entrepreneurs for entrepreneurs, requiring neither payment nor equity, ITEN is a unique community asset building a new culture of innovation in St. Louis and beyond. ITEN can be found on the web at www.itenstl.org and @itenstl on twitter.
Russian business incubator program _ prospect development and strategic plan ...Vasily Ryzhonkov
It is the purpose of this report to examine ‘best practices’ of setting up and operating
business incubators. Hence the strategic plan is a form of blueprint for the proposed pilot
project, identifying the parameters, goals, and processes of business incubator
development. The investigation of these components is referred to as PHASE ONE. The
purpose of PHASE ONE is to investigate the prospect development, thus setting the
direction for initiating PHASE TWO – the establishment of a Business Incubator Pilot
Project in Russia.
Finally, long-term and short-term objectives as well as potential stakeholders and funding sources are identified within the proposed three-phased 8-month strategic action plan
Supporting people with drug and alcohol problems (WS27)Iriss
Do Social Workers outwith specialist Drug and Alcohol teams have a role in supporting people with drug and alcohol problems? If so, what is this and what support do they need to undertake this role effectively? This workshop will highlight the findings of a review undertaken on this topic and explore the role all social workers and social care staff can play in supporting families and individuals in preventing and coping with addictions.
Contributor: Social Worker seconded to Scottish Government, Drugs Policy Unit
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
Global Startup Platform_Business Model Report_2012Vasily Ryzhonkov
This report contains information about Business Model of Global Startup Platform. There are several components covered:
1. Project Description
2. Marketing
3. Distribution
4. Costs
5. Sales
6. Partners
7. Revenue Models
8. Future Research
This report is the first version of the Report. We plann to update it as Market Research Report on the monthly basis.
Global Startup Platform_Market Research Report_2012Vasily Ryzhonkov
Global Startup Platform. Marketing Research Report. Version 4.0.
80+ pages of analysis and research, 4 online surveys analyzed, 9 reports from BCG, Startup Genome Project, Global Entrepreneurship Monitor, Opora Report, Yandex Report, TNS Report are analyzed.
New results are found.
Market Size Estimation for Russia is calculated.
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
Austin VC & Startup Ecosystem - RBL1 - Rebel One ResearchRebel One
For Rebel One we take pride in elevating entrepreneurs wherever they are. In our ecosystem research report on Austin we identify the venture capitalists, incubators, accelerators, startups, and other players that help the startup ecosystem flourish. Check out our latest report here.
Chicago VC & Startup Ecosystem - RBL1 - Rebel One ResearchRebel One
For Rebel One we take pride in elevating entrepreneurs wherever they are. In our ecosystem research report on Chicago we identify the venture capitalists, incubators, accelerators, startups, and other players that help the startup ecosystem flourish. Check out our latest report here.
Austin - Rebel One - Startup Ecosystem SnapshotRebel One
Rebel One is an investor network and fund focused on backing rebel founders. Rebel founders are located everywhere, not just the coasts of the U.S. where a bulk of the capital in venture is allocated. We are sharing ecosystem research for our investor network to help them find the best rebel founders.
This is a high level analysis of the Austin startup ecosystem for those investors.
This report is an attempt to cover as completely as possible the growth and overall status of the technology startup landscape in St. Louis, as of year end 2012. The report is based entirely on original data reported by the more than 250 startups that ITEN has tracked since 2008.
ITEN accelerates tech startups with programs for rapid product development, connections to talent, essential networking, and access to funding. Designed by entrepreneurs for entrepreneurs, requiring neither payment nor equity, ITEN is a unique community asset building a new culture of innovation in St. Louis and beyond. ITEN can be found on the web at www.itenstl.org and @itenstl on twitter.
Russian business incubator program _ prospect development and strategic plan ...Vasily Ryzhonkov
It is the purpose of this report to examine ‘best practices’ of setting up and operating
business incubators. Hence the strategic plan is a form of blueprint for the proposed pilot
project, identifying the parameters, goals, and processes of business incubator
development. The investigation of these components is referred to as PHASE ONE. The
purpose of PHASE ONE is to investigate the prospect development, thus setting the
direction for initiating PHASE TWO – the establishment of a Business Incubator Pilot
Project in Russia.
Finally, long-term and short-term objectives as well as potential stakeholders and funding sources are identified within the proposed three-phased 8-month strategic action plan
Supporting people with drug and alcohol problems (WS27)Iriss
Do Social Workers outwith specialist Drug and Alcohol teams have a role in supporting people with drug and alcohol problems? If so, what is this and what support do they need to undertake this role effectively? This workshop will highlight the findings of a review undertaken on this topic and explore the role all social workers and social care staff can play in supporting families and individuals in preventing and coping with addictions.
Contributor: Social Worker seconded to Scottish Government, Drugs Policy Unit
Redondo Beach real estate statistics and analysis for October 2014. Includes homes sales, listings and historical performance on a month to month and year over year basis.
Technological innovation is reshaping markets and creating new opportunities for businesses at a faster rate than at any other time in living memory. But to realise the promise of greater economic growth, incumbent businesses, challengers and the policymakers who regulate them need to find a balance that encourages fairness without either stifling entrepreneurialism or compromising the public interest.
Finding this balance has proven difficult for businesses and industry regulators alike.
In order to build greater understanding of the trade-offs at play in ensuring a level playing field, this report explores the specific challenges that regulators face when it comes to disruptors, and explores workable models for increased collaboration between the public and private sectors.
Presented at Innowave Summit - Varna
We need to create a startup friendly ecosystems for entrepreneurs, so they can concentrate fully on innovative growth without being hindered by infrastructural and administrative challenges.
Boston Startup Ecosystem 2016: entrepeneur tool kitJoshua Flannery
This is a project by Duy Nguyen under the guidance of Joshua Flannery at UNSW Innovations.
The aim of the project is to provide a 'toolkit' for entrepreneurs specifically regarding the startup ecosystem in the city of Boston. We hope you find it helpful!
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
Explore how organizations can thrive in a world of ecosystems by reading the full report: http://deloi.tt/2flFYxX
Industries, businesses and business models are being radically changed as a consequence of all the technological developments sweeping the world. I am writing a series of papers that cover the implications of all of this for how boards go about doing their work. The first paper is a general overview of these developments.
Redefining Boundaries - Insights from IBM's Global C-suite Study 2015
So how are C-suite executives (CxOs) tackling the threat of competition from companies in other sectors or with very different business models? Our latest study explores what they think the future holds, how they’re identifying new trends and how they’re positioning their organizations to prosper in the “age of disruption.”
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. That’s what’s happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
Similar to Mit ilp article for ti conference reprint aulet (20)
Article on 10 steps to improve entrepreneurship education
Mit ilp article for ti conference reprint aulet
1. Accordingtoarecentreport*fromtheMITEntrepreneurshipCenter,
more than 25,000 active companies founded by MIT alumni have
generatedabout3.3millionjobsand$2trillioninannualrevenues.If
they formed a nation, these companies would constitute the world’s
11th largest economy, ranking between Brazil and Russia. What
accounts for this extraordinary success story?
Some might view the concentration of brain power on campus,
coupledwithoneofthebesttechnologylicensingofficesintheworld,
as enough to make MIT the economic powerhouse that it is. But the
MIT Technology Licensing Office has enabled the creation of only
about 22 startups per year in the past decade, a small fraction of the
hundreds of companies launched annually by MIT alumni.
“It’snotjusttransferringtechnologyoutoftheuniversitythatcre-
ates these innovation-based companies; it’s actually the knowledge
that’s gained in how you create companies,” says William Aulet,
Entrepreneur-in-Residence at the MIT Entrepreneurship Center (E-
Center) and senior lecturer at the MITSloan School of Management.
“As Ed Roberts (professor of management of technology at the MIT
SloanSchoolofManagement,founder/chairoftheMITE-Centerand
lead author of the aforementioned report) explained so elegantly in a
class I took from him fourteen years ago, ‘Innovation = invention +
commercialization.’At MIT it’s the marriage of the School of Engi-
neeringwiththeentrepreneurialspiritoftheSloanSchoolthatcreates
these great companies.”
In extensive studies of the MIT-based economy and more than a
dozen other regional “business innovation ecosystems” around the
world from Ireland to Pakistan, Aulet and his colleague Ken Morse
(managing director of the MIT E-Center) have teased out seven key
factors that make these regions successful or unsuccessful at fusing
inventionwithcommercialization.Bypayingcloseattentiontothese
factors, nations and businesses across the globe could boost their
competitiveness considerably, even in today’s economy.
Aulet will discuss these seven components of a robust regional
business innovation ecosystem—and additional considerations for
thecleanenergysector—atthe2009MITInnovationsinManagement
Conference, which convenes May 5-6 on the MITcampus. Co-spon-
sored by the MIT Industrial Liaison Program and MIT Sloan School
of Management and designed for executives, managers and other
business leaders, the conference will examine the causes and effects
ofthefinancialmarketscrisis,itsimplicationsfortheglobaleconomy
and its impact on strategic planning across all business functions.
Seven Habits of Highly Successful Business
Innovation Ecosystems
AsAuletseesit,aregionalbusinessinnovationecosystemneedsseven
well-functioning components to be successful: 1) infrastructure,
including roads, telephones, Internet access, and legal, accounting,
and other professional services; 2) funding sources, such as lines of
credit or equity; 3) invention, emerging from individuals, universi
ties, 4) corporate R&D centers, and other sources; demand for its
products;5)aculturethatcelebratesentrepreneurshipandacceptsthe
risksinvolved;6)askilled,well-educatedlaborpoolofentrepreneurs;
7) and a supportive government that provides innovation-friendly
regulations, tax incentives, bankruptcy laws, and other policies.
Failed regions often focus heavily on infrastructure, funding,
invention, or demand, while paying insufficient attention to culture,
entrepreneurs,andgovernment,Auletmaintains.WhileheandMorse
determined that all seven components needed to run smoothly to
produce a well-oiled business innovation ecosystem, they found the
last three especially critical.
“First,youneedaculturethatcelebratesentrepreneurs,thatallows
peopletotakechancesandthatrecognizesfailureaspartofthelearn-
ing process,” saysAulet. “In a lot of places we went, the culture was
‘Go work in a big company or the government and don’t make any
mistakes,andyouwillhaveajobforlife;ifyoufail,you’redonefor.’
Second, you need a pool of skilled and well-trained entrepreneurs.
You can’t send people out to battle without being well-armed.Third,
you need a government willing to take an appropriate role. Govern-
ment cannot drive entrepreneurship, but it can be supportive of it.”
Government can help, for example, by passing bankruptcy laws
that enable citizens to start businesses without putting their families at
risk;byprovidingseedmoneytoeducatefirst-generationentrepreneurs
Clusters of Excellence
How to build a robust regional business innovation ecosystem
by Mark Dwortzan
FROM THE EDITORS OF TECHNOLOGY REVIEW
WilliamAulet,picturedabove,willsharetheseven
componentsofarobustinnovationecosystematthe
2009MITInnovationsinManagementConference.
2. and celebrating their success thereafter; and by offering ongoing net-
working and skill-building opportunities for entrepreneurs.
Aulet and Morse found that three other components—demand,
invention,andfunding—whileessentialtoaninnovationecosystem’s
success, packed less punch. In today’s more interconnected world,
businesses can increasingly obtain these components outside the
region.
“The world’s now flat for demand,” he observes. “If you make a
good product, you can sell it anywhere in the world. I’m on the board
of a company in Pakistan that sells tickets here in Boston for the Celt-
ics games.” Many companies likewise obtain inventions and funding
outsidetheirowngeographicregionandcanoperatehighlyeffectively
within their own vibrant innovation ecosystem.
Aulet and Morse also found infrastructure to be far less critical to
the success of a business innovation ecosystem than they expected.
“Infrastructureasitturnsoutisprettybinary,eitheryouhaveitoryou
do not,”Aulet maintains. “While some are better than others, it made
much less of a difference than we thought – once it met a minimum
criteria.”
Clean Energy Sector Considerations
As citizens in the U.S. and other nations strive to reduce their depen-
dence on foreign oil and address global climate change, many view
thecleanenergysectorasapromisingsourceofregionalemployment
and economic growth. But creating a successful business innovation
ecosystem around clean energy entails complexities that go beyond
the seven components described above, saysAulet.
These include price, scale and policy considerations. “Because
energyisfundamentallyacommodity,itspricefluctuatesandiscyclic
in nature,” he explains. “Asecond crucial consideration for energy is
thehugemarketsize.Tosurvive,companieshavetoscaleveryquickly
and this requires large sums of money—much larger than needed to
launch an IT company. And thirdly, because energy is a service pro-
vided to all levels of society, public policy considerations are very
important.”
AsAulet sees it, new technologies can only take the clean energy
sectorsofar.Itssuccesswillcomeasmuchfromlabbreakthroughsas
it will from creative business and policy experts finding sustainable
ways to produce and distribute clean energy—strategies that account
for the complexities of price, scale and policy.
Cultivating Innovation Within Business
Lessonslearnedfromthesuccessesandfailuresofbusinessinnovation
ecosystems can be applied within companies as well as regions. For
instance, successful innovative companies tend to promote cultures
that promote experimentation and celebrate risk-takers.
“Whetheryou’regoingforincrementalinnovation,whichyoucan
apply to your core business, or for disruptive innovation, which you
apply to new parts of your business, these techniques work,” says
Aulet, who consults on innovation and entrepreneurship to some of
the world’s largest companies and co-founded Cambridge Decision
DynamicsandSensAbleTechnologies.“Theycanbeusedtopromote
intrapreneurs—innovators in large companies—as well as startups.”
Aulet believes that ongoing support for entrepreneurship will be
essentialtothesuccessofsmallandlargebusinessesseekingtoremain
competitive in today’s harsh economic climate.
EdRobertsagrees.“Largecompaniestodaymustbetterunderstand
how new enterprises are generated, and must get closer to them for
linkageofideas,technologies,andhumanenergy,”hesays.“Stronger
ties by large and new firms can be fostered via investment, alliances
andacquisitions,butallthesehavetorestuponenhancedunderstand-
ing of the culture and behavior of entrepreneurs and their compa-
nies.”
2009 MIT Innovations in Management Conference, May 5-6, Wong
Auditorium, Tang Center, http://ilp-www.mit.edu/events/
MGT2009.
*“Entrepreneurial Impact: The Role of MIT” is available at http://
entrepreneurship.mit.edu/impact.php.
MoreinformationabouttheMITEntrepreneurshipCenterisavailable
at http://entrepreneurship.mit.edu.
ilp-www.mit.edu
About the MIT Industrial Liaison Program
The Industrial Liaison Program (ILP) is industry’s chief gateway to MIT, enabling companies worldwide to harness MIT resources to address current
challenges and to anticipate future needs. The ILP helps company managers monitor MIT research developments, identify and arrange expert consulta-
tions with MIT faculty, license MIT-owned intellectual property, and facilitate corporate objectives through sponsored research at MIT. The profes-
sional staff of Industrial Liaison Officers facilitates customized interactions for nearly 200 multinational companies. For more information please see
the ILP Web site at http://ilp-www.mit.edu/.