The document summarizes research on accelerating growth of the Australian technology startup sector. It finds that in 2012 there were approximately 1,500 tech startups in Australia, mostly located in Sydney and Melbourne. To maximize the sector's economic contribution, the research identifies five key areas for action: enhancing culture and community engagement; developing more entrepreneurs with the right skills; opening up markets to Australian tech startups; increasing early stage funding; and improving the regulatory environment. If growth is accelerated, the tech startup sector could contribute 4% of GDP and employ over 540,000 people by 2033.
APAC has a significant start-up ecosystem with over 11,000 start-ups and $50+ Bn of overall funding. China and India have the most mature start-up ecosystem within APAC.
Markets with sizeable consumption base and growing economy are increasingly influencing the investments and enterprise led focus on technological enablement
China and India are the two fastest growing economies among the countries studied, driven by their large young working populations. China and Canada have the largest animation markets and talent pools for 3D CGI skills. While China and India's animation markets are growing rapidly, India has the lowest costs for high quality 3D CGI talent among the countries studied.
Data Analytics to Bridge Knowledge Gaps 2016 - An ACCA White Paper on Supply ...accacloud
Data analytics is a fast-growing discipline and demand for data scientists and analytics professionals is soaring. This is clear from the wide usage of data analytics as a tool across verticals to speed up business growth and develop and maintain competitive advantages in companies.
This trend implies that demand for data analytics is greater than its current supply of analytics. In other words, the demand cannot be met by the services and skills currently offered by the market.
This white paper examines this trend. It compares the supply and demand of data analytics in Asia Pacific to identify current demand for and supply of data analytics. The paper focuses on analytics use in Asia Pacific, including barriers to increased data analytics use, and points towards where demand for the service will be tomorrow.
For more information, visit us at http://www.asiacloudcomputing.org
Government Innovation Country Specific Report - United Kingdomaccenture
The document summarizes the findings of a survey by Accenture on government innovation. It found that citizens in the UK and other countries view the private sector as more innovative than the government and want the government to innovate more and work with the private sector. The survey also found that government executives and employees see innovation as important. Accenture identified a small percentage of governments, including some in the UK, Australia, and Ireland, as innovation leaders based on their performance across five pillars of innovation: strategy, ideation, absorption, execution, and impact/benefits. These leaders partner in innovative ways, diffuse innovation throughout their organizations, and use incentives beyond just money to encourage innovation.
Fujitsu-ICT-Sustainability-Benchmark-2014 (1)Lee Stewart
The document summarizes the key findings of the 2014 New Zealand ICT Sustainability Benchmark report. The report found that New Zealand's performance in ICT sustainability declined across all areas measured. End user computing and equipment lifecycle management saw the largest drops, while metrics was the lowest scoring area overall. Heavy industry was the top performing sector, while government and retail/logistics performed poorly. The report recommends organizations prioritize improving power management, procurement standards, and metrics collection to enhance ICT sustainability.
In September-October 2015, The Economist Intelligence Unit, sponsored by VMware, asked a panel of 360 senior executives and thought leaders their views on the future of cloud computing. These were decision-makers—all directors or above, including half from the C-Suite or board of directors of their companies or non-profit organisations and approximately one-third with an IT background. Collectively they present a strong global perspective, and were drawn equally from developed and developing nations.
The document discusses the transition from Industry 1.0 to Industry 4.0 and the implications for Thailand's workforce. It notes that Industry 4.0 will require new skills in areas like IT, data analytics, and human-machine interfaces. While some jobs will be lost, others will be created. The document also examines Thailand's preparedness for Industry 4.0, noting challenges like an aging society, skills gaps, and maintaining competitiveness as the manufacturing hub era fades. Overall, it analyzes the workforce changes needed for Thailand to transition successfully to Industry 4.0.
APAC has a significant start-up ecosystem with over 11,000 start-ups and $50+ Bn of overall funding. China and India have the most mature start-up ecosystem within APAC.
Markets with sizeable consumption base and growing economy are increasingly influencing the investments and enterprise led focus on technological enablement
China and India are the two fastest growing economies among the countries studied, driven by their large young working populations. China and Canada have the largest animation markets and talent pools for 3D CGI skills. While China and India's animation markets are growing rapidly, India has the lowest costs for high quality 3D CGI talent among the countries studied.
Data Analytics to Bridge Knowledge Gaps 2016 - An ACCA White Paper on Supply ...accacloud
Data analytics is a fast-growing discipline and demand for data scientists and analytics professionals is soaring. This is clear from the wide usage of data analytics as a tool across verticals to speed up business growth and develop and maintain competitive advantages in companies.
This trend implies that demand for data analytics is greater than its current supply of analytics. In other words, the demand cannot be met by the services and skills currently offered by the market.
This white paper examines this trend. It compares the supply and demand of data analytics in Asia Pacific to identify current demand for and supply of data analytics. The paper focuses on analytics use in Asia Pacific, including barriers to increased data analytics use, and points towards where demand for the service will be tomorrow.
For more information, visit us at http://www.asiacloudcomputing.org
Government Innovation Country Specific Report - United Kingdomaccenture
The document summarizes the findings of a survey by Accenture on government innovation. It found that citizens in the UK and other countries view the private sector as more innovative than the government and want the government to innovate more and work with the private sector. The survey also found that government executives and employees see innovation as important. Accenture identified a small percentage of governments, including some in the UK, Australia, and Ireland, as innovation leaders based on their performance across five pillars of innovation: strategy, ideation, absorption, execution, and impact/benefits. These leaders partner in innovative ways, diffuse innovation throughout their organizations, and use incentives beyond just money to encourage innovation.
Fujitsu-ICT-Sustainability-Benchmark-2014 (1)Lee Stewart
The document summarizes the key findings of the 2014 New Zealand ICT Sustainability Benchmark report. The report found that New Zealand's performance in ICT sustainability declined across all areas measured. End user computing and equipment lifecycle management saw the largest drops, while metrics was the lowest scoring area overall. Heavy industry was the top performing sector, while government and retail/logistics performed poorly. The report recommends organizations prioritize improving power management, procurement standards, and metrics collection to enhance ICT sustainability.
In September-October 2015, The Economist Intelligence Unit, sponsored by VMware, asked a panel of 360 senior executives and thought leaders their views on the future of cloud computing. These were decision-makers—all directors or above, including half from the C-Suite or board of directors of their companies or non-profit organisations and approximately one-third with an IT background. Collectively they present a strong global perspective, and were drawn equally from developed and developing nations.
The document discusses the transition from Industry 1.0 to Industry 4.0 and the implications for Thailand's workforce. It notes that Industry 4.0 will require new skills in areas like IT, data analytics, and human-machine interfaces. While some jobs will be lost, others will be created. The document also examines Thailand's preparedness for Industry 4.0, noting challenges like an aging society, skills gaps, and maintaining competitiveness as the manufacturing hub era fades. Overall, it analyzes the workforce changes needed for Thailand to transition successfully to Industry 4.0.
SMEs in Asia Pacific: The Market for Cloud Computing - Case Studies of 14 mar...accacloud
Small and medium-sized enterprises represent well over 90% of all businesses in Asia, and across the 14 markets under review they employ some 1.02 billion people and contribute around $10.9 trillion directly into the economies in which are based (49.1% of total GDP for the region.) They also spend significantly as a group on ICT.
Cloud computing – and cloud computing technology – has the potential to be the ‘great leveller’ for both SMEs and developing economies. This is because cloud offers the prospect of both the access to enterprise grade tools on a pay-per-use basis making them immediately accessible and affordable, and the ability to scale up and down such access as required (elasticity of use). In other words, upfront capex requirements go down substantially.
What are their challenges to using cloud? How can this technology be made more available to SMEs, so that they can harness its power for digital transformation? This report reviews 14 markets' SME industry, and establishes market size, characteristics, and identifies industries most likely to undergo digital transformation.
For more information, visit http://www.asiacloudcomputing.org
The JCSE's CoachLab programme bridges the gap between university studies and employment. Through real-life projects, technical training, and soft skills development, participants gain business experience. A recent graduate, Ziphorah Mosimane, credits CoachLab with helping her develop time management skills and gain her first job as a systems analyst at Standard Bank. The 2012 shared project for CoachLab students involved designing a captioning system to make planetarium shows at the Johannesburg planetarium more accessible to deaf visitors.
Taiwan Cluster Mapping and Cluster Growth (2006-2016)TCI Network
Taiwan's economy grew between 2006-2016, led by strong growth in its IT and Distribution & Electronic Commerce clusters. The document analyzes Taiwan's sustaining industry clusters and their employment and revenue growth. It recommends Taiwan re-examine its economic development strategy and leverage cluster initiatives to sustain growth.
Cloud Readiness Index 2016 by the Asia Cloud Computing Associationaccacloud
Asian countries top the new Cloud Readiness Index (CRI) 2016 released by the Asia Cloud Computing Association (ACCA). The CRI places Hong Kong, Singapore, New Zealand and Australia above markets such as Germany, the United Kingdom (UK) and the United States (US), showing that Asia economies are indeed leading the world in cloud readiness. This is also the first time that the 14-market Asia Pacific-focused study also includes a sample of six non-Asian markets for comparative analysis.
A landmark research project based on a survey of more than 100 Canadian chief information officers offers the first real details about how innovation and business alignment are related, as well as the IT spending priorities for CIOs. This project will soon be updated with data from CIO Census 2014.
Tech Square is an innovation district in Atlanta where startups, large companies, and higher education institutions collaborate around developing new technologies. It has experienced growth in recent years with companies like AT&T Mobility, Home Depot, Coca-Cola Enterprises, and others locating offices there. The Georgia Tech innovation ecosystem nurtures startups through programs like the Venture Lab, Startup Lab, and ATDC business incubator. ATDC currently supports over 70 startups through its selective accelerator program. Tech Square and Georgia Tech's innovation programs have helped launch over 500 companies and attract over $100 million in investment.
This document summarizes Q3 2015 data on Australia's ICT recruitment sector employment market from Beacham Group. Key points include:
- The percentage of permanent ICT roles increased in most states while time to fill decreased for permanents.
- ICT vacancy trends continue to outpace the overall market but growth has slowed.
- Popular roles included software developers, project managers, and systems analysts.
- Employers sought qualifications and experience while employees valued flexible work hours and allowances.
The document provides a summary of the 2014 Vietnam labour market. It begins with an overview of Vietnam's economic indicators and key growth sectors such as tourism, healthcare, power, and retail. It then analyzes labour demand and supply trends in 2013, noting skills shortages in various fields. The document outlines Vietnam's business outlook for 2014, including expected salary increases, longer hiring cycles, and a focus on productivity metrics. It identifies top in-demand positions and industries. Finally, it discusses global talent trends and provides tips for managing talent, such as clear headcount planning and a good benefits program.
The document discusses trends in youth unemployment and the ICT job market in New Zealand. It finds that while overall unemployment has decreased, youth unemployment remains high, especially in Auckland. Demand for ICT jobs is growing, with online job postings for ICT roles up 60% since January. However, there remains a mismatch between unemployed youth and the skills required for open ICT roles. Efforts are needed from industry, education and government to help train and engage unemployed youth to address both issues.
Government Innovation Country Specific Report - Irelandaccenture
The document summarizes the findings of an Accenture survey on government innovation. The survey found that citizens view the private sector as more innovative than government and want governments to innovate more and work with the private sector. The survey also found that government executives and employees recognize the importance of innovation. Accenture identified the top 8% of governments that are leaders in innovation based on their performance across five pillars of innovation: strategy, ideation, absorption, execution, and impact/benefits. Innovation leaders were more likely to partner with non-profits and startups and diffuse innovation throughout their organizations rather than concentrate it in an innovation office. They also used incentives like workshops, honors, and training to promote innovation.
India is emerging as a major destination for multinational R&D projects. It currently hosts nearly 750 captive R&D centers of foreign multinationals, about 350 of which are for engineering R&D. The value of India's engineering R&D sector is estimated to be around $10 billion currently and projected to rise to $45 billion by 2020. However, India ranks only 62nd on the Global Innovation Index, showing there is still potential for growth in research and innovation. The government is taking steps to promote R&D, such as increasing national expenditure on R&D, establishing research centers in each state, and facilitating industry-academia collaboration. Barriers include lack of scientific skills, infrastructure issues, and
The document provides a summary of BCG's 2014 global asset management report. Some key points:
- Global assets under management reached a record $68.7 trillion in 2013, up 13% from 2012, though net flows only reached 1.6% of prior-year AUM.
- Profit margins recovered to near pre-crisis levels but net revenues remained flat, below historic levels. Managers focused more tightly on costs.
- Growth varied widely by region, with double-digit growth in the US, Japan, Australia, Asia, and the Middle East/Africa, versus high single digits in Europe and Latin America.
- Specialty funds and solutions dominated net flows, while traditional
The document provides an overview of global R&D trends among the top 500 R&D spending companies from 2012-2014. Key findings include:
- Total R&D spending by these companies was $614 billion in 2014, with North America and Europe contributing over 70%.
- The number of companies spending over $1 billion on R&D increased to 152 in 2014, with many new entrants from industrial and semiconductor sectors.
- Fast growing sectors for R&D included consumer/web 2.0, semiconductor, and enterprise software, while energy/utilities saw slower growth.
From Vision to Procurement: Principles for Adopting Cloud Computing in the Pu...accacloud
Cloud computing is a scalable, cost-efficient and highly-secure solution to help the public sector transform their services and drive efficiencies. However, to effectively enable public sector cloud procurement, discussions need to advance beyond just cost and security. Appropriate procurement processes that provide clear guidance on how cloud can be procured are also critical.
This paper outlines seven principles distilled from conversations with government procurement officers, policymakers, and auditors where they have told the ACCA and its members what the essential elements are to enabling adoption of technology solutions in the public sector. The ACCA is delighted to present this white paper to help demystify cloud solutions and provide necessary guidance to procurement policymakers and public sector agencies that are evaluating cloud services.
For more information, visit us at http://www.asiacloudcomputing.org
Government Innovation Country Specific Report - Germanyaccenture
The document summarizes the findings of an Accenture survey on government innovation. The survey found that citizens want their governments to innovate more and partner with the private sector. Government employees also see innovation as important. Accenture identified the top 8% of governments as innovation leaders based on their performance across 5 pillars of innovation. Innovation leaders are more likely to partner in unexpected ways, diffuse innovation throughout the organization, and provide incentives beyond compensation to foster innovation. Following the example of innovation leaders can help other governments strengthen innovation.
On Tieto Company Presentation, you can find the latest information regarding Tieto’s strategic choises, services and solutions as well as customers. Also company values have been described in this presentation, and all the key facts are presented in the end.
Silicon Valley in Transition from Global Innovation SummitMark Radcliffe
Mark Radcliffe gave a presentation on global innovation and trends in Silicon Valley. He discussed how barriers to entry for startups have lowered significantly due to factors like cloud computing and open source software. Venture capital investment reached record highs in 2014, with over $50 billion invested across various stages from seed to late. Major technology trends include increased mobile usage, cloud adoption, and the rise of interconnected devices and the Internet of Things. Software innovations are disrupting multiple industries. Overall, the presentation outlined how innovation is accelerating globally and the startup funding ecosystem has become more complex, while Silicon Valley maintains its leadership position.
BC Tech's 2019-2020 annual report summarizes a year of growth for BC's tech sector and BC Tech's programs. Key events included the successful launch of new programs HyperScale and HyperTalent to support company scaling and workforce development. Five companies partnered with expert mentors through HyperGrowth to accelerate growth. 184 small businesses adopted new technologies through HyperTech to improve operations. BC Tech shifted events online due to COVID-19 and saw the tech community commit to diversity, equity, and inclusion. Looking ahead, BC Tech will expand its efforts to power BC's economic recovery across sectors through technology.
[GE Innovation Forum 2015] The Future of Work in Korea (English)GE코리아
[GE Innovation Forum 2015] The Future of Work in Korea (English)
Korea needs a new growth strategy. This is perhaps the most powerful proof that in today’s highly competitive economy, both countries and companies have to constantly look forward.
The innovations of the Future of Work can be a game-changer for Korea. The improvements in efficiency enabled by advanced manufacturing and resulting in GE’s vision of the Brilliant Factory can boost productivity and competitiveness in Korea’s industries, from shipbuilding to electronics. Industrial Internet solutions applied to new vessel designs can generate massive cost savings for operators, and healthcare applications can help improve the efficiency of Korea’s healthcare system to cope with the pressure of fast population aging while positioning the country as a global provider of services and technology.
This paper is part of a series from GE’s Chief Economist, Marco Annunziata, exploring the next generation of industrial progress.
GE코리아 뉴스레터를 구독하세요! http://goo.gl/IE8WS8
GE코리아 YouTube 채널을 구독하세요! http://goo.gl/M2gc8m
상상을 현실로 만듭니다. Imagination at work.
GE가 꿈꾸는 가치입니다. 아니, GE는 단지 꿈만 꾸고 있는 것이 아닙니다. 상상을 현실로 만들기 위해, 불가능했던 것을 가능하게 만들기 위해 쉬지 않고 움직이고 있습니다. GE는 에너지, 의료, 항공, 수송, 금융 등의 여러 분야에서 고객과 인류사회의 진보를 위해 더 편리하고 빠르며 친환경적인 솔루션을 찾아냅니다.
Connect with GE Online:
GE코리아 웹사이트: http://www.ge.com/kr/
GE리포트코리아: http://www.gereports.kr/
GE코리아 페이스북 페이지: hhttps://www.facebook.com/GEKorea
GE코리아 슬라이드쉐어: http://www.slideshare.net/GEKorea
2015 Asia's Financial Services: Ready for the Cloud - A Report on FSI Regulat...accacloud
The ACCA developed this report with the primary purpose of equipping CSPs with an understanding of the current regulatory landscape in APAC, and their FSI customers’ key regulatory challenges to adopting Cloud Services. This report aims to help CSPs to develop and provide solutions to these challenges. In particular, this report:
1. provides CSPs with a database of issues and possible solutions to discuss with their FSI customers;
2. provides CSPs with recommendations as to how to comply with the current regulatory landscape; and
3. supports CSPs in their engagement with relevant governments and Regulators.
This report may also be used by Regulators and FSIs to understand the current regulatory landscape in APAC and the key opportunities and challenges to adopting Cloud Services.
For more information, visit us at http://www.asiacloudcomputing.org
Learn how to build your financial plan from the bottom up. Learn the basics about startup finances, including knowing how to forecast revenue and growth, understanding different types of financial models, and identifying what metrics and milestones you should track.
https://www.marsdd.com/entrepreneurship-101/
SMEs in Asia Pacific: The Market for Cloud Computing - Case Studies of 14 mar...accacloud
Small and medium-sized enterprises represent well over 90% of all businesses in Asia, and across the 14 markets under review they employ some 1.02 billion people and contribute around $10.9 trillion directly into the economies in which are based (49.1% of total GDP for the region.) They also spend significantly as a group on ICT.
Cloud computing – and cloud computing technology – has the potential to be the ‘great leveller’ for both SMEs and developing economies. This is because cloud offers the prospect of both the access to enterprise grade tools on a pay-per-use basis making them immediately accessible and affordable, and the ability to scale up and down such access as required (elasticity of use). In other words, upfront capex requirements go down substantially.
What are their challenges to using cloud? How can this technology be made more available to SMEs, so that they can harness its power for digital transformation? This report reviews 14 markets' SME industry, and establishes market size, characteristics, and identifies industries most likely to undergo digital transformation.
For more information, visit http://www.asiacloudcomputing.org
The JCSE's CoachLab programme bridges the gap between university studies and employment. Through real-life projects, technical training, and soft skills development, participants gain business experience. A recent graduate, Ziphorah Mosimane, credits CoachLab with helping her develop time management skills and gain her first job as a systems analyst at Standard Bank. The 2012 shared project for CoachLab students involved designing a captioning system to make planetarium shows at the Johannesburg planetarium more accessible to deaf visitors.
Taiwan Cluster Mapping and Cluster Growth (2006-2016)TCI Network
Taiwan's economy grew between 2006-2016, led by strong growth in its IT and Distribution & Electronic Commerce clusters. The document analyzes Taiwan's sustaining industry clusters and their employment and revenue growth. It recommends Taiwan re-examine its economic development strategy and leverage cluster initiatives to sustain growth.
Cloud Readiness Index 2016 by the Asia Cloud Computing Associationaccacloud
Asian countries top the new Cloud Readiness Index (CRI) 2016 released by the Asia Cloud Computing Association (ACCA). The CRI places Hong Kong, Singapore, New Zealand and Australia above markets such as Germany, the United Kingdom (UK) and the United States (US), showing that Asia economies are indeed leading the world in cloud readiness. This is also the first time that the 14-market Asia Pacific-focused study also includes a sample of six non-Asian markets for comparative analysis.
A landmark research project based on a survey of more than 100 Canadian chief information officers offers the first real details about how innovation and business alignment are related, as well as the IT spending priorities for CIOs. This project will soon be updated with data from CIO Census 2014.
Tech Square is an innovation district in Atlanta where startups, large companies, and higher education institutions collaborate around developing new technologies. It has experienced growth in recent years with companies like AT&T Mobility, Home Depot, Coca-Cola Enterprises, and others locating offices there. The Georgia Tech innovation ecosystem nurtures startups through programs like the Venture Lab, Startup Lab, and ATDC business incubator. ATDC currently supports over 70 startups through its selective accelerator program. Tech Square and Georgia Tech's innovation programs have helped launch over 500 companies and attract over $100 million in investment.
This document summarizes Q3 2015 data on Australia's ICT recruitment sector employment market from Beacham Group. Key points include:
- The percentage of permanent ICT roles increased in most states while time to fill decreased for permanents.
- ICT vacancy trends continue to outpace the overall market but growth has slowed.
- Popular roles included software developers, project managers, and systems analysts.
- Employers sought qualifications and experience while employees valued flexible work hours and allowances.
The document provides a summary of the 2014 Vietnam labour market. It begins with an overview of Vietnam's economic indicators and key growth sectors such as tourism, healthcare, power, and retail. It then analyzes labour demand and supply trends in 2013, noting skills shortages in various fields. The document outlines Vietnam's business outlook for 2014, including expected salary increases, longer hiring cycles, and a focus on productivity metrics. It identifies top in-demand positions and industries. Finally, it discusses global talent trends and provides tips for managing talent, such as clear headcount planning and a good benefits program.
The document discusses trends in youth unemployment and the ICT job market in New Zealand. It finds that while overall unemployment has decreased, youth unemployment remains high, especially in Auckland. Demand for ICT jobs is growing, with online job postings for ICT roles up 60% since January. However, there remains a mismatch between unemployed youth and the skills required for open ICT roles. Efforts are needed from industry, education and government to help train and engage unemployed youth to address both issues.
Government Innovation Country Specific Report - Irelandaccenture
The document summarizes the findings of an Accenture survey on government innovation. The survey found that citizens view the private sector as more innovative than government and want governments to innovate more and work with the private sector. The survey also found that government executives and employees recognize the importance of innovation. Accenture identified the top 8% of governments that are leaders in innovation based on their performance across five pillars of innovation: strategy, ideation, absorption, execution, and impact/benefits. Innovation leaders were more likely to partner with non-profits and startups and diffuse innovation throughout their organizations rather than concentrate it in an innovation office. They also used incentives like workshops, honors, and training to promote innovation.
India is emerging as a major destination for multinational R&D projects. It currently hosts nearly 750 captive R&D centers of foreign multinationals, about 350 of which are for engineering R&D. The value of India's engineering R&D sector is estimated to be around $10 billion currently and projected to rise to $45 billion by 2020. However, India ranks only 62nd on the Global Innovation Index, showing there is still potential for growth in research and innovation. The government is taking steps to promote R&D, such as increasing national expenditure on R&D, establishing research centers in each state, and facilitating industry-academia collaboration. Barriers include lack of scientific skills, infrastructure issues, and
The document provides a summary of BCG's 2014 global asset management report. Some key points:
- Global assets under management reached a record $68.7 trillion in 2013, up 13% from 2012, though net flows only reached 1.6% of prior-year AUM.
- Profit margins recovered to near pre-crisis levels but net revenues remained flat, below historic levels. Managers focused more tightly on costs.
- Growth varied widely by region, with double-digit growth in the US, Japan, Australia, Asia, and the Middle East/Africa, versus high single digits in Europe and Latin America.
- Specialty funds and solutions dominated net flows, while traditional
The document provides an overview of global R&D trends among the top 500 R&D spending companies from 2012-2014. Key findings include:
- Total R&D spending by these companies was $614 billion in 2014, with North America and Europe contributing over 70%.
- The number of companies spending over $1 billion on R&D increased to 152 in 2014, with many new entrants from industrial and semiconductor sectors.
- Fast growing sectors for R&D included consumer/web 2.0, semiconductor, and enterprise software, while energy/utilities saw slower growth.
From Vision to Procurement: Principles for Adopting Cloud Computing in the Pu...accacloud
Cloud computing is a scalable, cost-efficient and highly-secure solution to help the public sector transform their services and drive efficiencies. However, to effectively enable public sector cloud procurement, discussions need to advance beyond just cost and security. Appropriate procurement processes that provide clear guidance on how cloud can be procured are also critical.
This paper outlines seven principles distilled from conversations with government procurement officers, policymakers, and auditors where they have told the ACCA and its members what the essential elements are to enabling adoption of technology solutions in the public sector. The ACCA is delighted to present this white paper to help demystify cloud solutions and provide necessary guidance to procurement policymakers and public sector agencies that are evaluating cloud services.
For more information, visit us at http://www.asiacloudcomputing.org
Government Innovation Country Specific Report - Germanyaccenture
The document summarizes the findings of an Accenture survey on government innovation. The survey found that citizens want their governments to innovate more and partner with the private sector. Government employees also see innovation as important. Accenture identified the top 8% of governments as innovation leaders based on their performance across 5 pillars of innovation. Innovation leaders are more likely to partner in unexpected ways, diffuse innovation throughout the organization, and provide incentives beyond compensation to foster innovation. Following the example of innovation leaders can help other governments strengthen innovation.
On Tieto Company Presentation, you can find the latest information regarding Tieto’s strategic choises, services and solutions as well as customers. Also company values have been described in this presentation, and all the key facts are presented in the end.
Silicon Valley in Transition from Global Innovation SummitMark Radcliffe
Mark Radcliffe gave a presentation on global innovation and trends in Silicon Valley. He discussed how barriers to entry for startups have lowered significantly due to factors like cloud computing and open source software. Venture capital investment reached record highs in 2014, with over $50 billion invested across various stages from seed to late. Major technology trends include increased mobile usage, cloud adoption, and the rise of interconnected devices and the Internet of Things. Software innovations are disrupting multiple industries. Overall, the presentation outlined how innovation is accelerating globally and the startup funding ecosystem has become more complex, while Silicon Valley maintains its leadership position.
BC Tech's 2019-2020 annual report summarizes a year of growth for BC's tech sector and BC Tech's programs. Key events included the successful launch of new programs HyperScale and HyperTalent to support company scaling and workforce development. Five companies partnered with expert mentors through HyperGrowth to accelerate growth. 184 small businesses adopted new technologies through HyperTech to improve operations. BC Tech shifted events online due to COVID-19 and saw the tech community commit to diversity, equity, and inclusion. Looking ahead, BC Tech will expand its efforts to power BC's economic recovery across sectors through technology.
[GE Innovation Forum 2015] The Future of Work in Korea (English)GE코리아
[GE Innovation Forum 2015] The Future of Work in Korea (English)
Korea needs a new growth strategy. This is perhaps the most powerful proof that in today’s highly competitive economy, both countries and companies have to constantly look forward.
The innovations of the Future of Work can be a game-changer for Korea. The improvements in efficiency enabled by advanced manufacturing and resulting in GE’s vision of the Brilliant Factory can boost productivity and competitiveness in Korea’s industries, from shipbuilding to electronics. Industrial Internet solutions applied to new vessel designs can generate massive cost savings for operators, and healthcare applications can help improve the efficiency of Korea’s healthcare system to cope with the pressure of fast population aging while positioning the country as a global provider of services and technology.
This paper is part of a series from GE’s Chief Economist, Marco Annunziata, exploring the next generation of industrial progress.
GE코리아 뉴스레터를 구독하세요! http://goo.gl/IE8WS8
GE코리아 YouTube 채널을 구독하세요! http://goo.gl/M2gc8m
상상을 현실로 만듭니다. Imagination at work.
GE가 꿈꾸는 가치입니다. 아니, GE는 단지 꿈만 꾸고 있는 것이 아닙니다. 상상을 현실로 만들기 위해, 불가능했던 것을 가능하게 만들기 위해 쉬지 않고 움직이고 있습니다. GE는 에너지, 의료, 항공, 수송, 금융 등의 여러 분야에서 고객과 인류사회의 진보를 위해 더 편리하고 빠르며 친환경적인 솔루션을 찾아냅니다.
Connect with GE Online:
GE코리아 웹사이트: http://www.ge.com/kr/
GE리포트코리아: http://www.gereports.kr/
GE코리아 페이스북 페이지: hhttps://www.facebook.com/GEKorea
GE코리아 슬라이드쉐어: http://www.slideshare.net/GEKorea
2015 Asia's Financial Services: Ready for the Cloud - A Report on FSI Regulat...accacloud
The ACCA developed this report with the primary purpose of equipping CSPs with an understanding of the current regulatory landscape in APAC, and their FSI customers’ key regulatory challenges to adopting Cloud Services. This report aims to help CSPs to develop and provide solutions to these challenges. In particular, this report:
1. provides CSPs with a database of issues and possible solutions to discuss with their FSI customers;
2. provides CSPs with recommendations as to how to comply with the current regulatory landscape; and
3. supports CSPs in their engagement with relevant governments and Regulators.
This report may also be used by Regulators and FSIs to understand the current regulatory landscape in APAC and the key opportunities and challenges to adopting Cloud Services.
For more information, visit us at http://www.asiacloudcomputing.org
Learn how to build your financial plan from the bottom up. Learn the basics about startup finances, including knowing how to forecast revenue and growth, understanding different types of financial models, and identifying what metrics and milestones you should track.
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This document provides an overview of economic concepts including:
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- Factors of production that enable economic activity including natural resources, capital, technology, knowledge, and labor
- How populations are classified as economically active or inactive
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The document discusses ways that governments can support startup ecosystems. It provides examples of how US Embassies in Turkey and the region are supporting entrepreneurship through various programs like American Mobile Spaces, the TEB University Project 'Let's Up', the Social Entrepreneurship Initiative, and leading delegations to events like the Global Entrepreneurship Summit and the Consumer Electronics Show. The embassies also support women entrepreneurs through programs like the Women's Entrepreneurship Summit and help innovation through initiatives such as Global Innovation through Science & Technology.
This document discusses growth hacking and the psychology behind it. It notes that growth hacking strategy is important, but growth hacking psychology, which focuses on how emotion drives decision making and the core principles of influence like social proof, authority, scarcity, consistency, liking, and reciprocity, is rarely discussed. It advocates testing hypotheses about customer psychology through experiments and analyzing the results to grow a business in a scientific way rather than relying on luck.
The real secret sauce to understanding your customer is being able to understand your Average Revenue Per User (ARPU). This metric allows you to identify trends and implement change that can shift the trajectory of your business towards that large pool of SaaS profits we all dream of.
Here we walk through exactly how to calculate ARPU (Average Revenue Per User) including what to and not to include in the calculation, as well as how to optimize this crucial SaaS metric.
Трекшн-карта позволяет находить узкие места вашего бизнеса, воздействие на которые дает максимальный эффект при минимальных усилиях, и привести ваш стартап к состоянию, когда он готов к масштабированию.
Naked startups - Lessons from the startup economySteven Fisher
As an entrepreneur, how often do you bare it all?
In a startup economy, when we strip down the layers and get to the bare bones, do you have the guts to risk it all and expose yourself in order for you and your team to truly succeed?
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This document discusses the evolution of digital platforms and on-demand services. It notes that economies of scale are being replaced by economies of arbitrage as platforms connect supply and demand directly. Jugnoo is introduced as a hyperlocal marketplace connecting consumers and merchants within a 3 mile radius in real-time. It analyzes Jugnoo's business model and strategy for scaling, including focusing on underserved verticals and regions to avoid competition as it expands across India.
Networking can change your life by opening up new opportunities. Make time for networking activities each week and month - allocate it on your schedule like any other important meeting. Effective networking led the author to new achievements through connections made by regularly attending networking events and maintaining relationships.
The document summarizes the history of innovation and technology in Silicon Valley. It describes how research at Stanford University in the 1940s on military technology like radar laid the foundations. Key developments included the integrated circuit in the 1950s and the microprocessor in the late 1960s. In the 1970s and 80s, companies like Apple, IBM, and Microsoft drove personal computing. The internet also began growing in the 1980s and 1990s, fueled by browsers, servers, search engines, and email. Venture capital investment also grew significantly. The document argues what sustains Silicon Valley is risk capital, a business friendly environment, skilled workers, universities, intellectual property rights, and a culture of innovation and entrepreneurship.
Blackbox is a global startup accelerator program that has helped over 4,300 startups in 58 countries over the past 5 years. Their mission is to elevate entrepreneurs everywhere by providing entrepreneur-focused programs that offer not just funding but also talent development, networking, mentoring, and guidance to support long-term startup growth and economic opportunity. In contrast to traditional accelerators that prioritize investors, Blackbox's entrepreneur-first model aims to address inequality of entrepreneurial opportunities and maximize economic impact.
The document discusses the concept of "The Triforce of value" which states that when creating a product or service, you must choose to be either good, fast, or cheap but not all three. It says the triforce answers the question of how a company will provide value to customers. It defines good as quality, complex features, elegance, and reliability. Fast is defined as speed, convenience and time-saving. Cheap means affordable and low investment. Positioning and clarity on what value you provide is important for customer segment and communicating what you are not doing. Examples are given to illustrate the triforce concept.
The document summarizes how the nature of business is changing rapidly in the modern era. It notes that the average lifespan of Fortune 500 companies has dropped from 75 years just a few decades ago to only 15 years now. It suggests that for businesses to survive, they need to be prepared to disrupt themselves before others disrupt them. It also discusses the importance of achieving product-market fit and how businesses need to start with the customer experience when developing their value proposition and financial models in order to scale successfully.
This document summarizes a workshop on how cloud computing can help small and medium enterprises (SMEs). It discusses how cloud computing allows SMEs to access sophisticated IT services previously unavailable to them due to cost or expertise required. Cloud computing provides capabilities like real-time access to documents from mobile devices. Studies show SMEs that use cloud computing report more revenue and profit growth. However, many Australian SMEs do not use cloud services due to lack of awareness, skills, cost concerns, or unreliable networks in some areas. Workshop participants agreed that industry and government should help SMEs overcome these barriers to capturing the benefits of cloud computing.
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The document discusses Industry 4.0 and the adoption of emerging technologies in Malaysia. It provides three key points:
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2. Emerging technologies can create new jobs but also displace some existing roles, so the government is working to reskill workers and ensure benefits are shared widely.
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This document provides a roadmap for reforming Australia's vocational education and training (VET) sector to meet future skills needs and support economic growth. It recommends comprehensive changes to how the VET sector is developed, organized and financed. The key proposals include:
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2) Improving industry leadership in workforce development and better use of skills through programs like apprenticeships.
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The report estimates $24 billion
This document provides a roadmap for reforming Australia's vocational education and training (VET) sector to meet future skills needs and support economic growth. It recommends comprehensive changes to how the VET sector is developed, organized and financed. The key proposals include:
1) Establishing an individual entitlement system and Enterprise Skills Investment Fund to stimulate demand for skills development.
2) Improving industry leadership and use of skills in enterprises through programs like apprenticeships.
3) Integrating employment and training services across jurisdictions and supporting regional development.
4) Reforming regulation, quality assurance and data collection to improve teaching standards and transparency.
The goal is to position the VET sector as
The Knowledge Transfer Network, (KTN), Monthly Digital and Creative Business Briefing update. Listing support and innovation opportunities for UK Digital Technology Businesses More info: www.ktn-uk.org
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The document provides an introduction to a seminar on fintech and its impact on the Indian economy. It discusses the following key points:
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TCI /MOC Asian Chapter Summer Conference 2022: Michael Enright '2026 and the ...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
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TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
Accelerating Wealth and Job Creation in Nigeria through ICT Skills and Capaci...CWG Plc
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The document outlines a strategy for business innovation in the UK from 2011-2015. It identifies problems like low business investment and long timelines for returns. The strategy focuses on accelerating innovation from concept to commercialization. It provides support through priority industry areas, knowledge transfer networks, technology centers, and demonstration projects. New support mechanisms like the Tech City LaunchPad are also introduced to better support smaller, earlier stage companies.
Report released Sept 16 providing overview of this vibrant sector.
Prepared by Technology Investment Network (TIN) on behalf of the New Zealand Ministry of Business, Innovation and Employment (MBIE)
The document outlines eight steps for organizations to foster innovation through successful ecosystems. It discusses how core business models are often not designed for collaboration and innovation encounters resistance internally. However, innovation at the edges of an organization through partnerships can provide complementary skills and outcomes. The eight steps are to agree on a clear focus for the ecosystem; lead with the customer experience; establish an open culture; encourage proximity to innovation hubs; protect core intellectual property; share risks and rewards; leverage platforms and data; and iterate based on learning. If implemented, these steps can help organizations compete through innovation.
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Harnessing Science and Technology: Reviving the Philippine Manufacturing SectorNEDAhq
Keynote address of Socioeconomic Planning Secretary and NEDA Director-General Arsenio M. Balisacan during the 35th Annual Scientific Meeting of the National Academy of Science and Technology (NAST), Manila Hotel,10 July 2013
Effect of access to networks support provided by business incubators on techn...JAMES NJAU
This document discusses a study that assessed the effect of access to network support provided by business incubators on technology-based new venture creation in Kenya. The study found that access to networks support had a positive significant effect on new venture creation. Specifically, the Pearson's correlation was positive and significant, the beta value was positive and significant, and the t-test value was positive and significant, indicating access to networks support positively impacts new venture creation. The study recommends integrating incubation theories, using the findings to help incubators and entrepreneurs, and addressing policy gaps to better support business incubation and access to networks in Kenya.
Australian Enterprises for the Digital EconomyVishal Sharma
This document summarizes research conducted by the National Institute of Economic and Industry Research (NIEIR) on how digital technologies will impact seven key industry sectors in Australia by 2025. The research models two potential futures for enterprises in each sector: a "leader" that fully embraces digital transformation, and a "follower" that does not significantly change. It finds that large performance gaps will open up between leaders and followers, with leaders enjoying significant advantages in areas like revenue, market share, and productivity. By 2025, these gaps could be worth hundreds of billions of dollars in combined market capitalization across some sectors. The research underscores the importance of Australian enterprises urgently transforming their business models for the digital age.
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Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
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Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
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2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
1. Consulting
The startup economy
How to support tech startups and
accelerate Australian innovation
Commissioned by
Google Australia
April 2013
2. Introduction
Introduction
In 2013 Google commissioned PwC to conduct research to identify potential ways
to accelerate the growth of the Australian technology startup sector (see
appendix for research definitions and disclaimer).
Concurrent to this research StartupAUS, a community group with an initial 50
members of the tech startup ecosystem including Google and PwC, was created
to inform the research and take the necessary actions to accelerate the growth of
the sector (www.startupaus.org).
Section
Description
1
2013 Snapshot
4
2
The national imperative
8
3
Actions for growth
11
Enhance culture and community engagement
14
5
More entrepreneurs with the right skills
17
6
Open up markets to Australian tech startups
22
7
More early stage funding
25
8
Improve regulatory environment
29
PwC: The Startup Economy (April 2013)
Technology: innovative products and
services that result from the practical
application of knowledge
Page
4
Appendix
Startup: high growth company
32
Characteristics of a tech startup:
• Technology is central to the
product or service being provided
• High leverage of the labour input to
the product or service so that the
business can scale rapidly
• Product or service is a ‘disruptive
innovation’ in that it helps create a
new market or new supply chain /
network which disrupts an existing
market
• Revenue under $5 million per year
2
3. Introduction
The Australian tech startup sector has the potential to contribute
$109 billion or 4% of GDP to the Australian economy and 540,000 jobs by
2033 with a concerted effort from entrepreneurs, educators, the
government and corporate Australia.
Analysis of the growth of global tech ecosystems emphasise the importance of
leadership, communities, culture, education and the need to stop trying to emulate
Silicon Valley. International comparisons show that entrepreneurship can thrive with
the right culture and perceptions, regardless of basic regulatory conditions.
Global comparisons with other technology startup ecosystems suggest there is no
better time to be an entrepreneur in Australia, but achieving the projected economic
contribution will require a significant and persistent effort to encourage more people
to create more tech startups.
Figure 1 – Potential economic contribution of the tech startup sector
4.5%
900,000
4.0%
3.5%
800,000
700,000
3.0%
541,253
600,000
2.5%
500,000
2.0%
400,000
1.5%
300,000
1.0%
200,000
0.5%
100,000
0.0%
2013
0
2015
2017
2019
2021
2023
2025
2027
2029
2031
2033
Number of jobs
Contribution to GDP
4.0%
Short term actions:
• Encourage over 2,000 additional tech
entrepreneurs annually to join the
community from the existing workforce
• Community and culture are vital existing participants need to build their
community and cheer success stories
• Startups need to make further inroads
into selling to larger corporations and the
government
• Keep working on increasing the pool of
funding
Long term actions:
• Adjust education system to produce more
skilled tech entrepreneurs
• Further improve regulatory environment
to reduce barriers to participation
Source: PwC analysis
PwC: The Startup Economy (April 2013)
3
4. 2013 Snapshot
• Approximately 1,500 tech startups with hubs in Sydney and Melbourne
• Approximately 2,000 founders
• Rapidly expanding support ecosystem
• Open dataset developed and available for reuse on www.startupaus.org
PwC: The Startup Economy (April 2013)
4
5. 2013 Snapshot
The Australian tech sector is currently small, with great potential for
growth. In 2012, there were 1,500 tech startups in Australia with key hubs
in Sydney and Melbourne.
The Australian tech sector comprises around 1,500 firms ranging from one or two person startups created in the last 12 months, to more
established businesses which have been around for a decade. There are very few startups between 2001 to 2006 which still exist today but a
significant increase of activity from 2007 onwards has created many of current startups.
Figure 2 – Location of today’s tech startups
Sydney ~ 950 startups
Melbourne ~ 350 startups
7%
Other locations ~ 200 startups
2%
1%
2%
Total in Australia ~ 1,500 startups
64%
24%
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Bubble size = total number of startups active in each year that are still active as at 1 Jan 2013
Source: PwC analysis
PwC: The Startup Economy (April 2013)
5
6. 2013 Snapshot
More than 3 out of 4 tech startups are targeting the Information Media and
Telecommunications sector – but significant opportunities exist
throughout the Australian economy.
There are additional opportunities for startups
to tap into other larger industries in Australia
today such as Finance and Insurance and
Manufacturing. Over the longer term, the
Health Care and Social Assistance industry,
will provide significant opportunities as the
fastest growing industry in Australia and the
expected highest contributor to GDP in 2050.
Figure 3 – Target industry of Australia’s tech startups compared to industry size
Finance and Insurance
Manufacturing
Construction
Mining
Professional, Scientific and Technical Services
Health Care and Social Assistance
Through the application of technology to
existing industry challenges tech startups are
well placed to drive productivity growth
throughout the economy by reducing both the
(per unit) labour and capital inputs required to
produce goods and services.
Transport, Postal and Warehousing
Public Administration and Safety
Education and Training
Retail Trade
Wholesale Trade
>75%
Information Media and Telecommunications
Administrative and Support Services
Productivity growth is the
only way of growing the
economy without
necessarily requiring
additional physical inputs
– Australian Productivity
Commission
Accommodation and Food Services
Agriculture, Forestry and Fishing
Electricity, Gas, Water and Waste Services
Rental, Hiring and Real Estate Services
Personal and Other Services
Arts and Recreation Services
14%
12%
10%
8%
6%
4%
2%
% of all start-ups targeting
the industry 2012
%
2%
4%
6%
8%
10%
12%
14%
Total industry contribution to GDP 2012 (%)
Total industry contribution to GDP 2050 (%)
Source: PwC analysis and IBM (2012) A snapshot of Australia’s digital future to 2050
PwC: The Startup Economy (April 2013)
6
7. 2013 Snapshot
Australian tech startups are supported by a rapidly expanding ecosystem
with strong recent growth in incubators, accelerators and angel groups.
Entrepreneurs today have access to a wide network of support.
Support for Australian tech startups has expanded rapidly over the last two years. To take advantage of this growing support t is time for
Australian tech entrepreneurs to step up and demonstrate to the ecosystem that they’re worth investing in and create a self s ustaining cycle of
success and support.
Startups follow a trajectory towards success that includes a number of stages including ideation/prototyping, incubation where the concept is
validated, commercialisation where the business model is validated and finally scaling to growth. The rate of progress may vary greatly.
As startups move along this trajectory they may draw from a wide range of supporters. Entrepreneurs and supporters form an ecosystem of people
and groups that create and support startups for their mutual benefit.
There are differences in the maturity of areas of support as well as levels of support during the startup lifecycle. In particular, support during the
ideation/prototyping and incubation stages and funding overall are young and developing. Significant progress has been made in the last two
years (Figure 4 and Figure 5) although there is still a need to deepen the level and quantum of support.
Figure 4 – Startup support ecosystem (2010)
Figure 5 – Startup support ecosystem (2012)
Support
Support
Funding
Funding
Advisory
Advisory
Incubators/
Accelerators
Incubators/
Accelerators
Communities
Communities
Government
Government
Ideation
Incubation
Commercialisation
Ideation
Incubation
Commercialisation
Source: PwC analysis
PwC: The Startup Economy (April 2013)
7
8. The national imperative
Australia needs to accelerate the use of technology in industry to ensure we maintain our global economic
position. The Internet and computing power are allowing technology companies to disrupt the global economy,
leading to a redistribution of industry revenues (and wealth) across geographic borders.
With acceleration of growth, the tech startup sector could contribute 4% of Australian GDP by 2033 and directly
employ approximately 540,000 people.
PwC: The Startup Economy (April 2013)
8
9. The national imperative
The growth of the Australian technology sector is essential to the future
success of the economy.
•
•
can reach ~2 billion potential consumers at
low cost using global distribution
platforms on the Internet (e.g. iTunes,
Google Drive, eBay, 99designs, Freelancer,
Airtasker).
have high labour productivity (revenue per
employee), and lower capital requirements
than industry incumbents providing a
competitive advantage in price
can offer a better ‘customer experience’ in
many industries they through the use of
the Internet as a delivery channel and
through automation of processes using
computing technology.
The disruption of industries by technology
companies is leading to a redistribution of
industry revenues (and wealth) across
geographic borders. Wealth is becoming
concentrated in regions which can address
large/global markets.
High
Mining
Professional, Scientific and Technical Services
Economic
Economic
Contribution (2012)
contribution
•
Figure 6 – Australian industries with high potential for disruption through technology
Health Care and social assistance
Transport, Postal and Warehousing
Public Administration
Education and Training
Retail trade
Broadcast television
Radio broadcasting
Low
Australia needs to accelerate the use of
technology in industry to ensure we maintain
our global economic position. The Internet and
computing power are allowing technology
companies to disrupt the global economy.
Startups have great potential because:
Low
Publishing (Newspapers, Magazines)
Publishing (Music)
Publishing (Books)
Photo processing
Entertainment media retailing Video rental
Publishing (software)
Motion picture exhibition
State of Disruption (2012)
State of disruption
High
Source: PwC analysis and IBM (2012) A snapshot of Australia’s digital future to 2050
“Innovative industries bring good jobs and high salaries to
communities where they cluster and their impact on the local
economy is much deeper than their direct effect. Attracting a
scientist or software engineer triggers a multiplier effect, increasing
employment and salaries for those that provide local services. In
essence, a high tech job is more than a job ... research shows for each
high tech job, five additional jobs are created outside the high tech
sector.”
Source: Enrico Moretti (2012) The New Geography of Jobs
PwC: The Startup Economy (April 2013)
9
10. The national imperative
By accelerating growth the sector could contribute 4% of GDP by 2033 and
directly employ 540,000 people.
PwC developed an assumption based model to understand the potential
growth prospects of the technology sector. Key assumptions include:
•
Contribution to GDP
A tech startup reaches $200m in revenue per annum in its 8 th year and
generates $300,000 revenue per employee (only a handful of Australian
startups have reached $200m in revenue as shown later in this report,
indicating that this would be a significant achievement)
•
Figure 7 – Economic contribution of tech startup sector
Jobs created
Only 1% of Australian tech startups reach $200m in revenue.
In order for tech startups to contribute 4.0% of GDP in 2033 it is estimated
that the sector needs to generate revenues of $160b (600 firms with $200m
annual revenue and 5,000 younger firms also contributing, value add to
GDP estimated at 67% of revenue).
The growth path of the sector is unlikely to be linear. However, the model
provides indications of the levels of activity needed to achieve this outcome
through linear growth.
•
By the end of 2013 it is expected that 1,100 of the current 1,500 tech
startups will ‘fail’ and 1,500 new tech startups need to be founded in
2014 (1,000 new tech startups were founded in 2012).
•
Based on a ‘serial founder’ rate of 40% (2 in 5 founders try again
according to Startup Genome) another 1,600 new founders need to join
the community in 2014. Australia has a 20% conversion rate of
interested entrepreneurs to founders (based on Global Entrepreneurship
Monitor survey data) suggesting that 8,000 potential founders need to
be interested in joining the tech startup community in 2014.
•
By 2023, 5,600 new tech startups and 5,600 new tech startup
community members are required.
Clearly this is a significant task for the ecosystem to achieve.
PwC: The Startup Economy (April 2013)
541,253
4.0%
1.1%
108,474
0.1%
9,500
2013
2023
2033
2013
2023
2033
Figure 8 – Movements in the number of startups each year
25,000
New
startup
20,000
15,000
Failed
startup
10,000
Existing
startup
Revenue
>$200m
5,000
0
2013
2015
2017
2019
2021
2023
2025
2027
2029
2031
2033
Source: PwC analysis
10
11. Actions for growth
Accelerate the growth of the Australian tech startup ecosystem
Enhance culture
and community
engagement
More
entrepreneurs
with the right
skills
Open up markets
to Australian
tech startups
More early stage
funding
Improve the
regulatory
environment
Culture, skills, opening markets, funding and regulation are the five main areas of action that can accelerate the
growth of startup ecosystems.
Culture and community and more entrepreneurs are the ones the matter most for Australia.
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
11
12. Actions for growth
Australia already has one of the most favourable environments for
entrepreneurship. There is no better time to be an entrepreneur.
Entrepreneurialism, being all entrepreneurial activity not just tech startups, differs greatly between nations. To identify the key characteristics for
success this analysis compiled data on entrepreneurial activity, culture and regulatory environments from around the world. Countries in
Figure 9 are ranked from left to right according to the amount of early-stage entrepreneurial activity. Each characteristic is graded, with darker
colours representing a higher indicator than lighter.
Australia ranks number 29, compared to the US at number 24 and the UK at number 37. Developing countries have high entrepreneurial activity
for a number of reasons; needs and opportunities are more widespread in developing countries, having multiple ventures helps people in
developing countries to spread their risk in an environment of regulatory uncertainty and high interest rates, but most importantly, research from
Isenberg (Harvard Business Review, 2010) and Pennisi (Michigan State University, 2012) support the findings of Figure 9 which show that the
cultural aspects in developing countries are one of the most critical explanatory variables for higher entrepreneurial activity.
TEA
Total ea rl y-s tage entrepreneuri a l a cti vi ty (TEA)
Total ea rl y-s tage entrepreneuri a l a cti vi ty (fema l e worki ng a ge pop)
Total ea rl y-s tage entrepreneuri a l a cti vi ty (ma l e worki ng a ge pop)
Activity
New bus i nes s owners hi p ra te
Es tabl i s hed bus i nes s owners hi p ra te
Na s cent entrepreneurs hi p ra te
Informa l i nves tors ra te
Interna ti ona l ori entati on of ea rl y-s tage entrepreneuri a l a cti vi ty
Aspirations
Growth expectati ons
New product ea rl y-s tage entrepeneuri a l a cti vi ty
Improvement-dri ven / opportuni s ti c entrepreneuri a l a cti vi ty
Neces s i ty-dri ven entrepreneuri a l a cti vi ty
Fea r of fa i l ure counts
Attitudes
La ck of fea r of fa i l ure
Entrepreneuri a l i ntenti on
Percei ved opportuni ti es
Percei ved ca pa bi l i ti es
Know s tartup entrepreneur
Entrepreneurs hi p i s a des i ra bl e ca reer choi ce
Medi a a ttenti on for entrepreneurs
Succes s ful entrepreneurs ha ve a hi gh s oci a l s tatus
Regulation
Za
m
Gh bia
a
Ug na
a
M nd a
al
Ni awi
ge
An ria
g
Bo ola
t
Ec swa
ua na
Ch do
ile r
Pe
ru
Co
lo
Ar mb
g ia
Th enti
a na
Na ilan
m d
Br ibi
az a
El i l
Sa
Co lv a
s d
Tr ta R or
in ic
Et idad a
hi
Ur op i & T
u a ob
ag
Es gua
o
to y
La nia
tv
ia
Ch
in
Un a
it
Tu ed
rk Sta
M ey t e
ex
s
Sin ico
g
Ira apo
n re
Au
s
Ne tral
t ia
Slo her
v la
Au ak R nds
s t ep
Pa ria ub
n
lic
Po am
la a
Hu nd
ng
R o ar
m y
Un a n
it i a
Al ed
ge K
Cr r ia in gd
o
om
Bo atia
s
Eg nia
&
y
Po pt Her
ze
r
go
Ta tuga
v in
iw l
a
Un an
ite
So d
ut Kin
M h A gd
ac f r o
M edo ica m
al n
No ays ia
r ia
Lit way
h
Ko uan
re ia
Gr a (
e So
Isr ece uth
ae
)
Sw l
e
Ire den
la
Fin nd
l
Sw and
i
Sp tzer
a la
De in n d
n
Slo ma
v rk
Ge eni
rm a
B e an
lg y
Fr ium
an
Tu ce
n
Ita isia
ly
Ru
s
Ja sia
pa
n
Figure 9 – Comparison of characteristics of entrepreneurship across economies
Ea s e of doi ng bus i nes s
Ti me requi red to s tart a bus i nes s
Start-up procedures to regi s ter a bus i nes s
Total tax ra te (% of commerci a l profi ts )
Startups ca n thri ve
des pi te unfa voura bl e
regul a tory condi ti ons
Cul ture rea l l y ma tters
Devel oped
Devel opi ng
Source: PwC analysis of Global Entrepreneurship Monitor (2012 survey results with the exception of Australia and the United Kingdom which are 2011 survey results) and World Bank (2012 indicators)
PwC: The Startup Economy (April 2013)
12
13. Actions for growth
International comparisons show that entrepreneurship can thrive with the
right culture and perceptions, regardless of regulatory conditions.
Culture really matters
Entrepreneurial activity is heavily influenced by the cultural
environment surrounding entrepreneurs. Ecosystems where people
see opportunities to start a business, where people believe in the
skills and knowledge they hold, and where entrepreneurial successes
are highly visible in the media are good indicators of the population’s
entrepreneurial intentions and total early-stage entrepreneurial
activity.
Entrepreneurship can thrive
despite unfavourable
regulatory conditions
Stable, simple and conducive regulatory environments are often the
first and exclusive focus of those who try to accelerate the growth of
startup ecosystems. However the data shows that contrary to
conventional wisdom, entrepreneurial activity can flourish
regardless of the regulatory environment. The ease of doing business
is actually lower in countries with high levels of early-stage
entrepreneurial activity. Similarly, the time and procedures required
to start a business do not appear to inhibit entrepreneurial activity.
However, regulation may have a greater impact on tech startup
entrepreneurialism than it does on other types, as tech startups are
inherently more dependent upon finely tuned regulatory systems
such as content regulation or intellectual property.
PwC: The Startup Economy (April 2013)
Fear of failure counts
Countries where people are not plagued by the fear of failure, which
can prevent them from starting a business, consistently outperform
others in terms of early-stage entrepreneurial activity. Whether it’s
the nature of the economic climate which has sparked fear of failure
(e.g. Greece) or the ingrained culture of relatively higher risk
aversion (e.g. Japan), fear of failure can be a real impediment to
entrepreneurial activity.
Australia has one of the best regulatory
environments for entrepreneurship, and
an engaged and strengthening culture of
inclusion and openness. However, we
have a considerably higher ‘fear of
failure’ rate than many other innovative
countries (e.g. US & Canada) which is
constraining the growth of our tech
startup sector.
13
14. Enhance culture and community engagement
Culture is the key to accelerating the growth of a tech community. Australia’s tech startup community needs to
continue to build a culture to promote increases in:
• participation in the sector (1,600 new founders are needed for 2014 and 1,840 in 2015)
• success rate of startups (more than 1% of startups reaching $200m in annual revenue)
• serial entrepreneurship and mentorship (knowledge transfer and retention)
• rate of growth of firms (startups reach $200m revenue faster)
• angel funding from successful entrepreneurs (larger pool of funds for startups)
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
14
15. Enhance culture and community engagement
Acceleration of growth re quires greater inclusion and outreach to the
broader ecosystem.
Culture is the key to accelerating the growth of a tech community. In the 1970s the tech
communities of Silicon Valley and the area around MIT (Boston’s route 128) were similar in size.
But by the 1990s Silicon Valley was dominant. The accepted explanation for the difference in
growth rates is the open and collaborative culture of the Valley (Anna Lee Saxenian 1994). This
same culture is what is driving growth in both Boulder Colorado (Brad Feld 2012) and Israel
(Senor & Singer 2009).
To make a significant impact on the Australian economy Australia’s tech startup community
needs to continue to build a culture of openness and inclusion to promote increases in the
participation in the sector through:
•
celebrating entrepreneurship and encouraging the broader community to participate
•
encouraging entrepreneurs to try again and again... and again
•
recycling knowledge and capital back into the community
Culture is what drives benefits of network effects
Network effects are the benefits to individual startups as additional participants are added to the
startup community. Strong horizontal social networks between connected entrepreneurs create
information spillover effects from one part of the community to the next such that one person’s
knowledge becomes the community’s knowledge.
Geographical proximity facilitates horizontal networks through social collisions – this includes
quick conversations passing someone on the street, an introduction to another member of the
startup community, a coffee meetup, or discussions in a co-working space.
Network effects generally require geographic clustering within walking distance. For example,
everyone in the emerging startup hub in Boulder, Colorado USA is located within six blocks of
each other – creating a natural momentum for the startup community to interact with each
other in the sharing of ideas, mentoring and partnering together.
PwC: The Startup Economy (April 2013)
Four key
principals of the
Boulder thesis:
1. Entrepreneurs must lead the startup
community and a critical mass of leaders is
required for the startup community to be
sustainable over time.
2. Leaders must have a long term view
and commitment (around 20 years).
3. There needs to be a culture of
inclusiveness from the community. The
startup community must be inclusive of
anyone who wants to participate in it.
4. The startup community must have
continual activities which engage the
entire entrepreneurial stack. This
means engaging not only serial
entrepreneurs but also potential
entrepreneurs (e.g. students), aspiring
entrepreneurs, mentors, investors and
service providers
15
16. Enhance culture and community engagement
Australians invented the Cochlear bionic ear that allows thousands of
people to hear and the wi-fi technology that connects billions of devices
around the globe. Flaunt these successes to the world.
Australia’s Computershare was founded by Chris
Morris in 1978 in Melbourne. Today, it is the world’s
largest provider of investor services, has market
capitalisation of over $6b, 11,000 employees, and
generates revenues of $1.6b. The company continues
to expand having recently acquired its US
counterpart, the Bank of New York Mellon Corp.
Ozsale, one of Australia’s earliest sites based on the
shopping club model, was founded by Jamie Jackson
in 2006 and has grown into the Apac Sale Group to
tap into international markets such as New Zealand,
Singapore, Malaysia and Thailand. Today, Ozsale
has ~5m members and a new product is purchased
every 5 minutes. Ozsale has 320 employees and is
expected to generate revenues of $250m in FY13.
The Cochlear bionic ear was invented by Professor
Graeme Clark at the University of Melbourne in 1979.
Three decades later, over 125,000 people around the
world have been given the gift of hearing thanks to this
Australian innovation. In FY12, Cochlear employed
2,390 staff and had revenues of $783m.
Australia’s Catch of the Day was founded by Gabby
and Hezi Leibovich in 2006. It has grown rapidly
since but activity has really taken off in the past few
years. The startup launched added group buying site
Scoopon, online grocery store Grocery Run, online
wine retailer vinomofo, lifestyle and shopping site
Mumgo and online food ordering site Eat Now to its
portfolio. In FY12, Catch of the Day generated
revenues of $250m with 600 employees.
Australia’s brandsExclusive, an invitation-only
online shopping boutique, was founded in 2008 by
Daniel Jarosch and Rolf Weber. In 2012,
brandsExclusive had revenue growth of 1,335% to
~$70m with 130 employees. Jarosch and Weber also
co-founded group buying site Spreets (acquired by
Yahoo!7 for $40m in 2011) and popular online shoe
retailer Styletread.
Carsales.com.au was founded by Greg Roebuck in
1997. Today, it employs 370 staff and is Australia’s
leading automotive, motorcycle, construction and
equipment classifieds business. Carsales.com.au
listed on the ASX in September 2012 following its
strong FY12 results of $186m in revenue and $72m
NPAT.
Freelancer.com started in 2009 when Australian
Entrepreneur Matt Barrie bought Swedish
marketplace GetAFreelancer.com. Barrie improved
the business model, growing the marketplace from
500,000 users to one which connects over 7m
emloyers and freelancers globally from over 230
countries. The startup recently hit revenue of $66m
and has ~270 staff around the world.
Australia’s SEEK was founded by brothers Paul and
Andrew Bassat along with co-founder Matthew
Rockman in Melbourne in 1997. Today, SEEK is the
destination of choice for Australian job seekers with
~150,000 jobs online and ~15m visits each month.
SEEK recorded revenues of $475m and NPAT of
$132m in FY12.
Realestate.com.au, Australia’s top residential
property website, was founded by Simon Baker in
Melbourne in 1995. It has now evolved into the REA
Group, operating 13 real estate sites globally
including Australia’s No.1 commercial property
website, realcommercial.com.au. In FY12, REA
Group generated revenues of $286m and NPAT of
$87m with 500 employees.
Australia’s Wotif was founded by Graeme Wood at
the height of the dot com crash of 2000 in Brisbane.
The specialist in online accommodation bookings
not only survived the crash but has expanded to five
overseas countries. Today, Wotif employs around
450 employees and had revenues of $145m and
NPAT of $58m in FY12.
Sources: IBISWorld (2012) Company reports, Seek (2013) About us, REA Group (2013) About REA Group, The Wall Street Journal (2013)
Ozsale’s gain reflects high street rivals pain, Smart Company (2012) Catch of the Day hits $250 million revenue and some hurdles,
Carsales.com.au (2013) About Carsales, Wotif (2013) About us, Tech Crunch (2012) Atlassian 2011 revenues were $102 million with no
sales people, Australian Financial Review (2012) APN adds brandsExclusive for e-tail expansion, Freelancer (2013) About us
PwC: The Startup Economy (April 2013)
Australia’s Atlassian was founded by Scott Farquhar
and Mike Cannon-Brookes in 2002 with a $10,000
credit card loan. Today, Atlassian is a worldwide
leader in software development, employing 450 staff
and generating revenues of $102m in CY11 with no
sales people. Boeing, IKEA, Cisco, MIT, Deutsche
Bank, Nike, Adobe, UPS, Apache, NASA, EA, HP,
HSBC, American Express and Sony are all customers
of Atlassian.
Wireless LAN (WLAN), the core technology of Wi-Fi
hotspots, was invented by researchers at the CSIRO
in the 1990s. By the end of 2013, WLAN technology
is expected to be in over 5b devices worldwide
connecting homes, offices and public areas. CSIRO
has earned revenue of $430m from licensing the
invention to 23 companies.
16
17. More entrepreneurs with the right skills
Australia needs to rapidly increase the number of tech entrepreneurs to ~43,000 by 2033. Australia already has
a high rate of converting people interested in entrepreneurship into founders. We just need more people
interested.
• In the short term, focus on getting the existing workforce interested in entrepreneurship.
• In the longer term, encourage more Australians to study computer science and this education needs to start
early.
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
17
18. More entrepreneurs with the right skills
Increase the number of people interested in entrepreneurship. Australia is
already great at supporting interested people to become entrepreneurs.
Growing the total pool of potential and
interested entrepreneurs by promoting the
sector and education are the keys to growing
the entrepreneurial community. While
Australians in general have lower
entrepreneurial interest, those who are
interested are more likely to become
entrepreneurs in Australia than any other
innovation-driven economy in the world
(Figure 10).
Figure 10 – The entrepreneurship funnel
Currently only 54% of the Australian adult
population consider entrepreneurship to be an
interesting career path.
However, of those in Australia who are
interested in entrepreneurship, around 19%
will plan to start a business in the next three
years (‘entrepreneurial intention’) and the
same proportion will actually embark on the
entrepreneurial journey.
Source: PwC analysis of Global Entrepreneurship Monitor (2011 survey results)
PwC: The Startup Economy (April 2013)
18
19. More entrepreneurs with the right skills
In the short term, focus on attracting the existing workforce – of the
current pool of founders 3 out of 4 have over 6 years work experience.
The shift from employee to entrepreneur is a difficult step to take as it
generally involves leaving behind a relatively stable source of income with
a large support network. As the startup ecosystem develops, innovators
and risk-takers will have a wider support network from the onset. In the
interim, other measures can be taken to support this transition.
Figure 11 – Founders by years of work experience
40%
36%
35%
30%
25%
24%
25%
% of founders
Tech startups need software engineers to get their ideas off the ground.
Yet the supply of new computer science graduates is falling. Increasing
the pool of potential entrepreneurs through education is a slow process so
a greater focus on attracting the existing workforce is needed.
Furthermore, founders today typically have a few years of work
experience under their belt.
20%
15%
9%
10%
4%
5%
0%
2%
0%
Case study: Entrepreneurship leave in France
0 to 5
6 to 10
11 to 15
16 to 20
21 to 25
Number of years of work experience
In France, an innovative law fosters entrepreneurship by
allowing employees to take up to two years of leave from
their company to start their own business or work in
another job part-time. At the end of the ‘entrepreneurship
leave’, the employee can choose to return to their previous
job or if all goes well, continue with their own business.
Source: McKinsey & Company (2011) The power of many: realising the socioeconomic
potential of entrepreneurs in the 21st century
PwC: The Startup Economy (April 2013)
26 to 30
More than
30
Source: PwC analysis
'We need a nation of coders, and we need them to
start now. Training up more through education is
important, but in the mean time we need to get
people to jump from their corporate jobs and
start changing the world.“
- Mick Liubinskas, Pollinizer
19
20. More entrepreneurs with the right skills
In the longer term, encourage more Australians to study computer science.
29% of founders studied computer science, but only 2% of domestic
graduates each year have a computer science qualification.
More founders are needed to grow the startup sector. Based on the
qualifications of current Australian tech startup founders, there appears
to be two types of skills that are important for founding a tech startup computer science and business skills. More Australians need to be
encouraged to acquire these skills, but the impact is not going to be felt
for at least four years if they are educated traditionally.
Including through double degrees around 29% of founders with a higher
education degree studied computer science, a further 4% have computer
science skills from their engineering qualifications.
Figure 12 – Educational background of founders
Computer
Science
29%
Commerce
23%
In 2011, there were only 12,850 computer science graduates and
16,750 engineering graduates of which ~4,500 (35%) and ~9,350
(56%) were domestic students respectively. Even if all international
students were to stay in Australia post graduation, the supply of
computer science and engineering graduates would still fall short of
the numbers needed to accelerate growth.
Figure 13 – Total number of higher education awards each year by field of study
Architecture and Creative Arts
12%
Science
7%
Management
16%
Yet computer science has become increasingly unpopular with
domestic students, with the proportion of domestic students
graduating in computer science falling two-thirds in the last decade.
Arts and Law
5%
Engineering
4%
Health and
medicine
2%
Other
Source: PwC analysis
PwC: The Startup Economy (April 2013)
Source: Department of Industry, Innovation, Science, Research and Tertiary
Education (Student 2011 full year: selected higher education statistics publication)
20
21. More entrepreneurs with the right skills
To be globally competitive, computer science education needs to start early
in life.
Case study – Computer science in Vietnam
In 2012 Neil Fraser, a software
engineer at Google, visited a
selection of schools in Vietnam
(where computer science is in the
school curriculum) to see how
computer science was taught. He
observed that in grade 5, students
were already programming in Logo
at a level on par with their grade 11
peers in the US.
Neil also visited a high school
computer science class and
observed the class working on an
assignment question. He wrote the
following in his blog.
“After returning to the US, I asked a senior engineer
how he'd rank this question on a Google interview.
Without knowing the source of the question, he
judged that this would be in the top third. The class
had 45 minutes to design a solution and implement it
in Pascal. Most of them finished, a few just needed
another five minutes. There is no question that half of
the students in that grade 11 class could pass the
Google interview process.
I had walked into that high school class prepared to
help them in any way that I could. But instead of the
school learning from my experience, I learned from
them. They showed how computer science education
should be done. Start everyone early, and offer those
who are passionate about the subject limitless room
to grow.”
Source: Neil Fraser, http://neil.fraser.name/news/2013/03/16/
The rapid growth of the internet and the tech
sector has created thousands of new
programming jobs at companies like Google,
Facebook and Twitter with lucrative salaries,
yet the number of computer science graduates
in OECD countries is on the decline.1
Supply has not kept pace with demand in
Australia, largely because:
•
Students are not exposed to computer
science until they reach the later years of
secondary school or university.
•
Many people outside the tech industry are
unaware of the job opportunities and
career prospects of computer science
graduates
•
Industry commentary generally does not
draw distinctions between the types of IT
jobs that are being outsourced and
computer science jobs that are in demand.
Developing countries like Vietnam shows us how computer science education should be done (see Case Study). In recognition of the need to equip
students with these skills early on, developed economies are starting to do the same. For example New York City schools are currently teaching
computer science in years 6 – 12 in 20 schools, and aiming to triple enrolments by 2016. 2
It is not too late for Australia. The introduction of computer science in the Vietnamese school curriculum shows just how quickly results can be
achieved.
[1] OECD (2013) Graduates by field of education
[2] Engadget (2013) 20 NYV schools starting Software Engineering Pilot program next year
PwC: The Startup Economy (April 2013)
21
22. Open up markets to Australian tech startups
The domestic market for Australian startups is relatively small with a population of only 23 million. Compare
this with the sizeable population of the US (314 million) and the UK (63 million).
However, Australian governments and large companies are still significant consumers. The Australian
Government had procurement contracts totalling $41 billion in the 2012 financial year. Australian businesses
spent ~$2 trillion on total purchases of goods and services (including wages) in the same year.
However, it has traditionally been difficult for startups to reach governments and large companies. Australia
needs to open up these markets and provide ways in for tech startups.
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
22
23. Open up markets to Australian startups
The challenge for startups is overcoming current procurement processes of
governments and large corporations to compete with established tech
companies for a piece of the multi-billion dollar pie.
Governments, large companies and tech
startups are incredibly different by nature. Yet
they can work well together, leveraging each
other’s strengths to achieve amazing
outcomes.
Total Australian Government
procurement contracts added up
For governments, tech startups can improve
the services delivered to the community
through innovative and agile technology at
significantly lower cost.
Of this, 39% ($16 billion) of
contracts were awarded to Small
and Medium Enterprises (0-199
employees). A much smaller
portion would be attributed to
small businesses only (0-19
employees).
For startups, governments and large
corporations represent new markets and great
customers in terms of their low default risk
and relatively larger budgets. Governments are
the largest unified buyers in the world.
$41 billion in FY12
to ~
The challenge is for tech startups is overcoming the current procurement processes to
make this a reality.
Lengthy tender documents, multiple forms
and stringent business requirements (e.g. size
of insurance, workers compensation
certificates) mean that very few startups can
compete with large, established tech
companies.
PwC: The Startup Economy (April 2013)
Source: Department of Finance Deregulation (2013) Statistics
on Australian Government Procurement Contracts
“Responding to an RFP for
the City of Chicago is a
herculean task... this
approach to an RFP results
in proposals from one type
of contractor: firms that
are very large and able to
jump through all the hoops
that the City has to ensure
the minimum amount of
risk and liability for the
City itself”
Source: Chicago Lobbyists (2011) Our Response to
Chicago’s RFP for a Lobbyist Registration System
Simplifying procurement processes and open innovation will have mutually beneficial
outcomes.
23
24. Open up markets to Australian startups
Governments around the world and the private sector are trying to be
more startup-friendly through open innovation and procurement reforms.
The US Small Business Administration launched RFP-EZ in January 2013
to make it easier for startups to discover and compete for opportunities
and for contracting officers to create statements of work. The best part is
that RFP-EZ is built entirely as an open source platform. The source code
is available for free on GitHub for developers and governments who are
looking to build an online procurement marketplace.
The Canadian Government provides comprehensive
walkthroughs on selling to the government, including the
contracting process, procurement directories and bid
preparation. There are almost a dozen webinars and
seminars each week on these topics.
Source:Canada Business Network
Source: US Small Business
Administration (2013) Making
procurement better: RFP-EZ
Countries with a well implemented e-procurement
systems have relatively higher small business
participation. Korea’s sophisticated e-procurement
system KONEPS supports 41,000 public entities,
191,000 registered suppliers and over $50 billion in
activity. KONEPS is an integrated platform for etendering, e-purchasing and e-contract management.
While it costs millions to maintain each year, the
savings to governments and suppliers are estimated to
be $6 billion USD.
Source: Masiello, Betsy and Slater, Derek (2012) Embracing an Innovation Stimulus
Package and United Nations Department of Economic and Social Affairs (2011)
E-Procurement: Towards Transparency and Efficiency in Public Service Delivery
PwC: The Startup Economy (April 2013)
In 2013 the NSW Department of Transport had PwC
conduct an open Innovation process (‘appHothouse’ ) to
select a number of startups to develop real time bus and
rail mobile applications for consumers. This accelerated
process allowed startups and developers access to public
sector IT roles. In under 6 months, 6 real time transport
applications were released and downloaded more than 1
million times.
24
25. More early stage funding
Funding for the Australian tech startup sector exists, but it is in short supply. There is considerable competition
for funding at all stages of the startup lifecycle, particularly in the early stages. A total of $53 million was
invested in 62 first round deals in 2012.
Angels and micro-VCs are the currently the most active and fastest growing group of investors, with the value of
investments more than doubling year-on-year since 2010 to $21 million in 2012. VC funds in Australia are
relatively scarce ($10 million in early stage deals in 2012) but this is rational. VC funds are yet to generate
sufficient returns to attract significant additional capital.
There is still a long way to go compared to other countries, but more funding isn’t necessarily better.
International case studies from Canada, Israel and Malaysia show low returns where funding has been made
artificially more abundant.
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
25
26. More early stage funding
Funding for the sector exists but is in short supply. In 2012, $53 million was
invested in 62 first round deals.
Incubation
$500k-$5m
<$100k $100k-$500k
Funding range
Ideation
Commercialisation
Early stage VC
Angels & Micro-VCs
Accelerators & Incubators
• Accelerators are short-term
mentor-driven programs to
create investor ready
businesses
• Incubators work with colocated businesses over the
longer term to secure
customers & funding
• Examples include: ATP
Innovations, Blue Chilli,
Ignition Labs, iLab,
Incubate, Innovyz,
PushStart, Startmate
• In 2012: 40+ accelerated
deals (not counted as VC)
• High Net Worth Individuals
invest their own money and
time in startups
• Angel Groups are a collection
of investors that assess deals
together but invest
individually
• Micro-VCs are small pooled
funds with diversified
investments
• Examples include: Sydney
Angels, Artesian Capital
Partners, Optus Innov8,
Square Peg.
• In 2012: $21 million in
39 deals
• Targeted at startups that can
already demonstrate, amongst
many things, their revenue
base and future exit plans
• Examples include Adventure
Capital, Blackbird Ventures,
OneVentures, Southern Cross
Venture Partners
• In 2012: $10 million in 15
early stage deals and
$22 million in 8 other first
round VC deals
2012:
• 12 accelerators &
In
incubators
• 500 angels
• 10 angel groups
• 20 VC funds with
$600 million to
invest
Source: ATP Innovations
PwC: The Startup Economy (April 2013)
26
27. More early stage funding
Angels are the fastest growing investor group, but overall funding is
relatively scarce. This is expected as VC funds are yet to generate sufficient
returns to attract significant additional capital and deal values are
currently too small for super funds to participate.
Angels are the most active and fastest growing investor
group.
VCs need to believe in the vision of the future of the sector to
participate. Entrepreneurs need to succeed.
Angel activity has increased significantly since 2010, with the number
and value of deals doubling year-on-year. This is attributed to:
VC funds in Australia are relatively scarce, yet this is to be expected
given the lack of demonstrated returns to VCs. Unless VCs invest in the
sector because they believe in the vision or until more successes are
recorded, funding will likely remain scarce for the time being.
•
High Net Worth Individuals becoming more willing to publish deal
values.
•
Deal values getting bigger, especially as Angels work with sidecar
funds which co-invest with group deals (for example the Sydney
Angels has a $10 million sidecar fund). Three of the 39 Angel deals
in 2012 were over $1 million.
•
The emergence of micro-VCs in the Angel space due to the lowering
of initial capital requirements for many consumer tech startups.
$21 m
39 deals
Recent global research suggests that almost 11 out of 12 startups will
fail,1 so the 1 in 12 needs to generate sufficient returns on the whole for
the investor to find the asset class worthwhile. The fact is that
Australian VCs have had an overall industry track record of poor
returns.2
Deal values are currently too small and administration costs
are too high for super funds to participate.
Australians have $1.4 trillion locked up in managed super funds,
making it the fourth largest pool of retirement funds in the world.
However the stage of investment in tech startups in Australia means
managed super funds are unlikely to get involved:
2010
2011
Source: ATP Innovations
•
Deal values are too low at around $1 million for seed/startup VC
and $1.5 million for other early stage VC.3 Compare this to the
$100 million investments super funds normally make.
•
$4 m
10 deals
$8 m
20 deals
Investment in tech startups is high risk and requires significant due
diligence – raising the costs of administration.
•
Overall returns have been low.
2012
[1] Startup Genome (2012) Why startups fail
[2] Australian Government (2012) Review of venture capital and entrepreneurial skills
[3] Discussions with AVCAL
PwC: The Startup Economy (April 2013)
27
28. More early stage funding
There is still a long way to go compared to other countries, but more
funding isn’t necessarily better. There are hazards of artificially increasing
funding before an ecosystem is ready.
Discussions with the Australian Private
Equity and Venture Capital Association
Limited (AVCAL) indicate that VCs invested
$32 million (one quarter of total VC
investment) in 26 web and software based
startups in FY12. Industry estimates vary but
regardless, total VC investment per capita in
Australia has a long way to go until it reaches
international standards (Figure 14).
There’s no doubt that funding is important
for a thriving startup ecosystem, but
international examples show artificially
increasing the pool of available funding is
only a good thing if suitable returns are
achieved to keep investors interested in
staying.
A restricted pool of financing distributed
through the rigors of the market can be an
efficient way to weed out weak ideas and
ensure that only the best ideas are funded. 1
This view of the world suggests that if more
money is available before an ecosystem is
ready for it, weaker ideas will be funded
which will reduce the return on the entire
portfolio of investments to the investor,
hence reducing the attractiveness of startups
as an investment proposal in the future.
A joint study in 2011 between the Business
Development Bank of Canada and
McKinsey concluded that low returns from
venture capital investment (10 year IRR was
-5%) have discouraged many traditional
sources of funding for this asset class,
contributing to a cycle of funding shortages
in Canada.
Only 5% of Israel’s exits were hatched in
incubators despite Israel’s renowned incubator
program which launched over 1,300 startups
and invested around $500 million.
Australia
Isenberg (2010) considers that Malaysia’s loosely funded
entrepreneurship-development programs have actually inhibited
entrepreneurship by unintentionally increasing risk aversion.
[1] Isenberg, Daniel (2010) The Big Idea: how to start an entrepreneurial revolution
PwC: The Startup Economy (April 2013)
Figure 14 – VC per capita (2010 US $)
~$7.50 (FY10 & FY11 average)
Source: AVCAL and The Economist
(2012) What next for the startup nation
Note: Per capita figures are for 2012
Original source: Spike Innovation
28
29. Improve the regulatory environment
Governments are often called upon to make sure the conditions are right for startups to flourish. The role of the
government in the ecosystem however is limited to creating a supportive environment for innovation and
entrepreneurship. Government initiatives are rarely a major driver of growth.
Australia’s regulatory environment is relatively supportive of startups, with short times to start a business, low
number of procedures required to register a business and total tax rates comparable to other developed
economies.
There is always potential for the government to do more, for example by bringing Employee Share Option Plans
in line with the UK and the US.
The startup economy • How to support startups and accelerate Australian innovation
PwC: The Startup Economy (April 2013)
29
30. Improve the regulatory environment
By international standards Australian governments are relatively
supportive. R&D tax credits and the Innovation Investment Fund contribute
positively to the sector. Government is unlikely to be the catalyst for growth.
Most governments around the world incentivise startups to undertake R&D activities, either at
the front-end when R&D expenditures are incurred (e.g. through tax credits or super deductions
for R&D expenditure) or at the back-end when revenue is generated (e.g. through patent /
innovation box which reduced the rate of corporate tax on income generated from exploiting IP)
(Table 1).
Table 1 – Tax initiatives around the world
3
The Australian government is supporting the tech startup community via two main initiatives:
•
R&D Tax Incentive: 45% refundable tax offset for smaller companies investing in innovation
including some software development.1
•
Innovation Investment Fund co-investment scheme: Government provides private sector
fund managers (generally VCs) with capital for investment in early stage companies . The
funds must be matched 1:1 with capital raised by the fund manager from the private sector.
Total capital committed to date is $644 million. Recipients of another $100 million will be
announced this month and a further $300 million has been announced for the next round. 2
Experience around the world suggests that government initiatives are unlikely to be the catalyst
for growth. The consensus of respondents in a PwC survey of over 100 tech companies in the UK
was that governments should focus on creating a supportive environment for innovation and
entrepreneurship, but should not intervene further.
[1] Australian Tax Office (2013) Research and development tax incentive
[2] Department of Industry, Innovation, Climate Change, Science, Research and Tertiary Education (2013) Innovation
Investment Fund
[3] PwC (2012) Global research and development incentives group
PwC: The Startup Economy (April 2013)
30
31. Improve the regulatory environment
There is potential for further government support removing barriers like
upfront tax on employee share options and making programs more
accessible
Changes were made to the Employee Share Option Plan (ESOP) in 2009
to tax receivers upfront when options are issued, not when they are sold,
even though many share options prove to be worthless in time.
.
The change to ESOPs make it less attractive for employees of startups to
accept shares – previously an important way for startups to reward
employees and supplement wages in lieu of cash to compete with larger,
more established companies.
The startup community would like to see ESOPs brought into line with the
US and the UK where it is still treated as a capital gain and not as income.
In the mean time, resourceful startups have managed to find
workarounds – though at additional time and costs which startups cannot
afford.
ESOPs allow employees to buy stock in the startup
today and pay for the stock when it is sold, sharing in
the financial upside from the fruits of their hard work
and loyalty. In the US, the UK and previously in
Australia, capital gains tax was applied when the
shares were sold. Some larger companies were able to
avoid paying tax by remunerating their top executives
through an ESOP-type scheme using artificial
structures. In response, changes to ESOP were made in
2009 to treat share options like compensation for tax
purposes and tax them up front.
PwC: The Startup Economy (April 2013)
The startup community would also like Commercialisation Australia
to be more accessible. Only 1 in 12 startups surveyed by Pollenizer
and Deloitte applied for Commercialisation Australia support.
Discussions in the StartupAUS Summit in March 2013 suggest the
main reason uptake is low is the long lead time in the
Commercialisation Australia process which is better suited to R&D
heavy business models. Many consumer focussed tech startups have
been able to market test their ideas without seeking government
support.
Figure 15 – Applications by tech startups for Government grants
Australian grant application
39%
have applied
Research and development tax concession
79%
Export Marketing and Development Grant (EMDG)
53%
Commercialisation Australia support
21%
Source: Pollenizer, from little things, Startup Genome, Deloitte (2012)
Silicon Beach: Building Momentum
31
33. Defining the term ‘tech startup’ as used in this report
What is a ‘tech startup’? The definition is somewhat ‘fuzzy’ but for the purposes of this
report, we have defined it as having these characteristics:
• Technology is central to the product/service being provided
• High leverage of the labour input to the product/service so that the business can scale
rapidly
• The product/service is a ‘disruptive innovation’ in that it helps create a new market or
new supply chain/network which disrupts an existing market
• Revenue under $5 million per year.
This definition typically excludes companies which are heavily reliant on labour or
hardware inputs such as web design, web marketing and ISPs, but includes companies
whose final product/service is not technology itself, but is technology dependent, such as
Shoes of Prey.
Australian startups that have become established are defined as:
• Growth tech company - startup that has grown to $5 million to $50 million in revenue,
such as 99 designs
• Late stage tech company - startup that has grown to over $50 million in revenue, such as
Atlassian.
PwC: The Startup Economy (April 2013)
33
34. Defining the ‘tech startup ecosystem’ as used in this report
Like the ecological ecosystems described in most biology textbooks, the
startup ecosystem comprises of communities of support organisations
and startups. Each community will function somewhat separately, but
are also linked to other communities through various relationships (e.g.
friends, ex-colleagues, suppliers of inputs, buyers of outputs, university
alumni, feeders). As these relationships develop, the ecosystem
becomes more than just the sum of its parts.
Sales and
marketing
partners
As startups move along this trajectory they may draw from a wide range of
supporters or ‘feeders’. These ‘feeders’ create the ecosystem which surrounds
the entrepreneurs and their startups.
Family and
Friends
Mentors
Customers
Management team
and employees
Research and
development
Startups follow a trajectory towards success that includes a number of stages
including ideation/prototyping, incubation where the concept is validated,
commercialisation where the business model is validated, and finally scaling.
The rate of progress may vary greatly.
Government
TECH
STARTUPS
Funding
Professional
advisors
Universities
Early stage
company
infrastructure
PwC: The Startup Economy (April 2013)
Incubators /
accelerators
34
35. Research about growing ecosystems emphasise the importance of
leadership, communities, culture, education and the need to stop trying to
emulate Silicon Valley.
Building a thriving tech startup community is a goal set by many nations. Not surprisingly, this has produced a great volume of research from
academia and startup communities around the world. The most current and influential work converges on a narrow set of theories about growth.
(see Appendix for literature review).
PwC: The Startup Economy (April 2013)
35
36. The contemporary literature on tech sector growth converges on themes of
leadership, communities and networks, culture and perceptions,
education, and the need to stop trying to emulate ‘Silicon Valley’.
Building a thriving tech startup community is a goal set by many nations. Not surprisingly, this has produced a great volume of research from
academia and startup communities around the world.
Report
Theory
Brad Feld (2012)
Startup Communities
Boulder thesis gives four key principles of successful startup communities:
• Entrepreneurial communities need to be led by entrepreneurs, while ‘feeders’ are there only to encourage and support the
entrepreneurial community
• The leaders must have a long term (20 year) commitment.
• The leaders must welcome everyone into the entrepreneurial community and be inclusive of anyone who wants to participate.
• The community must have continual activities which engage the entire entrepreneurial stack.
Furthermore, ‘cheerleaders’ who regularly make noise about what is happening in the community to the world are important.
McKinsey & Company
(2011) The power of
many: realising the
socioeconomic
potential of
entrepreneurs in the
21st century
Creating an enabling environment to boost growth, innovation and employment in entrepreneurial activities centres around
three pillars of the ecosystem, financing and culture. Key factors include:
• Shaping a fertile ecosystems (e.g. local initiatives, building the talent pool, collaboration, infrastructure, regulatory stability,
and targeted tax incentives). A tight network of collaboration linking entrepreneurs, universities, research centres and large
companies is also important.
• Financing entrepreneurship from inception to critical size.
• Promoting an entrepreneurial culture (e.g. endowing the population with an entrepreneurial mindset and proactive
promotion of entrepreneurship).
Australia is already considered to be a mature entrepreneurial economy, having a relatively high score in terms of ecosystem and
financing. However emerging economies such as China and Brazil outperform mature economies in terms of culture.
PwC: The Startup Economy (April 2013)
36
37. Literature scan (cont...)
Report
Theory
World Economic
Forum (2011) Global
entrepreneurship and
the successful growth
strategies of earlystage companies
Successful growth strategies of different early-stage startups around the world include:
• Viewing the world though an opportunity lens, requiring an enormous amount of optimism, stamina and ability to survive in
order to thrive.
• Taking early actions to prepare for and reduce the magnitude of down years, as most early-stage startups take a ‘snakes and
ladders’ growth path.
A major shift in the last 20 years has been the growing global dimension of funding, and in particular venture capital. Funds are
moving freely around the world, consistent with the geographical dispersion of highly motivated and innovative entrepreneurs.
Daniel Isenberg (2010)
How to start an
entrepreneurial
revolution (in Harvard
Business Review)
Governments around the world have a somewhat misguided approach to building entrepreneurial ecosystems by trying replicate
the ‘gold standard’ of ecosystems – Silicon Valley. There are nine principles for creating a thriving entrepreneurial ecosystem:
• Stop emulating Silicon Valley because its ecosystem evolved under a unique set of circumstances which cannot be replicated
elsewhere or even in Silicon Valley today.
• Shape the ecosystem around local conditions by fostering homegrown solutions which are based on the realities of their own
circumstances.
• Engage the private sector from the start as they have the greatest ability to develop self-sustaining, profit-driven markets –
governments cannot build the ecosystem.
• Focus resources on high-potential ventures rather than spreading scarce resources amongst a greater quantity of ventures.
• Get a big win on board and over celebrate the successes to highlight the rewards of being an entrepreneur.
• Tackle cultural change head on – it is possible to change social norms about entrepreneurship in less than a generation.
• More finance is not necessarily merrier; stress the roots and ensure that new ventures are picked through the rigours of the
market.
• Help existing clusters grow organically rather than building new clusters from scratch.
• Removing administrative and legal barriers to startup formation is better than creating incentives to overcome these barriers,
though startups can succeed despite inhibiting legal, bureaucratic and regulatory frameworks.
PwC: The Startup Economy (April 2013)
37
38. Literature scan (cont...)
Report
Theory
Elias Bizannes (2009)
Silicon Beach Australia
Lifeguard Paper
Policy document based on compiled responses from Australia’s startup community. The paper identifies a number of strategic
actions to help Australia become recognised as an undisputed global centre for technology innovation:
• Skill up Australians through education (e.g. strong engineering and product skills).
• Make it easier to hire top international talent (e.g. visas).
• Create a more supportive and mentoring culture.
• Facilitate faster, better and cheaper internet access (e.g. allocate a proportion of funding to improving international data
pipes, remove filtration of the internet, and manage the NBN as a wholesale network.
• Improve tax incentives (e.g. ESOP, R&D tax breaks, two year tax exemption for startups).
• Improve innovation and research grants (e.g. remove requirements for matching funds, reduce administrative and time
burden for applying for grants).
• Level the playing field with other industries in Australia which receive far more attention.
Deloitte, Pollenizer,
from little things,
Startup Genome
(2012) Silicon Beach:
Building Momentum
Analyses the data on Australian and global startups from the Startup Genome Project and identifies a number of suggestions for
improvement:
• For entrepreneurs and founders: act as a community, be more ambitious and celebrate your successes.
• For government: review ESOPs, look for ways to support angel investors and reform the grants process.
• For corporations: make an effort to help and work with startups.
Startup Genome
(2012) Startup
Ecosystem Report
Ranks 20 global startup ecosystems based on data from more than 50,000 startups around the world. A deep dive of the Sydney
and Melbourne startup ecosystems indicated that Australia could do better in the following areas:
• For investors: increase seed stage activity, especially by super angels and venture capitalists.
• For entrepreneurs: diversify focus beyond just targeting small and medium enterprise customers in niche markets.
• For government: improve immigration policies, tax breaks and tax incentives for startups and their investors.
PwC: The Startup Economy (April 2013)
38
39. Disclaimer
This report has been prepared by PwC at the request of Google in our capacity as advisors in accordance with the Terms of Reference and the
Terms and Conditions contained in the Consultant Agreement between Google and PwC.
The information, statements, statistics and commentary (together the “Information”) contained in this report have been prepared by PwC from
publicly available material and from discussions held with industry participants. The Consultants may in their absolute discretion, but without
being under any obligation to do so, update, amend or supplement this document.
PwC has based this report on information received or obtained, on the basis that such information is accurate and, where it is represented by the
client and other stakeholders as such, complete. The Information contained in this report has not been subject to an Audit. The information must
not be relied on by third parties, copied, reproduced, distributed, or used, in whole or in part, for any purpose other than detailed in our
Consultant Agreement without the written permission of Google and PwC.
Liability is limited by a scheme approved under Professional Standards Legislation
PwC: The Startup Economy (April 2013)
39