This document summarizes a knowledge sharing workshop for technology business incubators (TBIs) in India. It begins with an overview of the history and definitions of incubators, from their origins in the 1950s providing shared office space for new businesses, to their proliferation worldwide and increasing specialization. The workshop then covers local challenges for Indian TBIs and objectives. Sessions discuss TBI fundamentals like business models, management, space use, and support services. They also address strategic partnerships, understanding local needs, and accessing financing. The workshop aims to help TBIs in India benchmark, develop sustainability plans, and map opportunities through group activities and discussion of keys to success. It concludes by launching a LinkedIn group for ongoing knowledge sharing to support

1. UK Science & Innovation Network
TBI Hubs
“Connecting Opportunities and Resources”
Knowledge Sharing Workshop Series

2. Session 1 Setting the Scene and Challenges for
TBI’s in India
a. Setting the Scene
b. Local Challenges & Solutions
c. Objectives of the Workshop

3. Session 1 Setting the Scene and Challenges for
TBI’s in India
a. Setting the Scene

4. “One Tenant Incubated Chickens”
1959: Joseph Mancuso & Batavia Industrial Center
Massey-Ferguson factory closed 1956
850,000 sq ft, multi-storey building, big employer
Closure caused unemployment to hit 20%
Site needed to be subdivided
Shared office services
Assistance with raising capital
Business advice
“In a joking way, because of all the chickens,
we started calling it the incubator”

5. How Many Incubators….
“NBIA: nearly 2,000 members across 60 countries” (2015)
UKBI estimated 120-300 in UK (2013)
InfoDev estimate: 2,000 India, China, SE Asia
“EBN network of around 150 quality-certified EU BICs” (2015)
F6s.com: 5543 accelerators worldwide (July 2015)

6. UK Beginnings
Pioneering 1997 proposals:
“Set up an Incubator Centre”
“More private sector involvement in incubators”
“Encourage better access to new and existing
sources of finance for young businesses”
“Promote and develop corporate venturing by
large companies”
“Enterprise Panel should seek to implement the
actions and recommendations…”
UKBI 1998-2014 (RIP)

7. Session 1 Setting the Scene and Challenges for
TBI’s in India
b. Local Challenges & Solutions
(here we ask the attendees and make a note)

8. Session 1 Setting the Scene and Challenges for
TBI’s in India
c. Objectives of the Workshop
Karthik to list here and leave space for the local
needs to be addressed from previous
slide/discussion.

10. “the universal purpose of an incubator is to increase
the chances of an incubatee firm surviving its formative
years” (Allen and Rahman 1985)
“...there has been a recurring problem of definitions in
which science parks and incubators can encompass
almost anything from distinct organisations to
amorphous regions” (Phan et al. 2005 p.168)
“We define business incubator as a shared office-space
facility that seeks to provide its incubatees...with a
strategic, value-adding intervention system of
monitoring and business assistance.” (Hackett and Dilts 2007)

11. Incubation: “A flexible combination of people,
processes and premises designed to accelerate
ambitious firms through key development stages.”
(UKBI 2013)

13. Success Factors – High Tech Clusters
1. Universities and centres of academic excellence
2. Entrepreneurs with marketable ideas and products
3. Business angels & established seed funds
4. Sources of early-stage venture capital
5. Core of successful large companies
6. Quality management teams & talent
7. Supportive infrastructure
8. Affordable space for growing businesses
9. Access to capital markets
10. Attractive living environment and accommodation
Prof James Gibbons, Stanford University
Presentation to the Cambridge Network, 17 March 1998, Robinson College, Cambridge

15. Session 2: TBI Fundamentals and Best
Management
c. TBI Business Models
“Unless the business model is aligned with the services provided to (and
desired by!) the tenants/clients, the incubator will struggle and probably fail”
David Gill, CEO St Johns Innovation Centre, Cambridge

18. Keys to Success
Put programme objectives in broader strategic framework
Not standalone; need long-term approach (>10 years)
Stakeholder support: influence, not power
Address gaps in business environment
Financial sustainability? (or constant reinvention?)
Incubator manager ≠ premises manager
Intelligent, adaptive monitoring/benchmarks
Global Good Practice in Incubation Policy
Development and Implementation World Bank/infoDev (2010)

19. • Key message is to develop plan according to
organisational objectives
• Benchmarking it with other TBIs
• Advice from accounting practices who
specialise in this area
• Clear, simple short and long term goals
• Making sure everyone in the TBI is aware and
involved in the development of the business
plans ( Building your Team-Next Slide)

20. Managing
Director
Facilities
Manager
Reception 1-4
Maintenance
1-2
Subcontract
cleaning,
gardening
Operations &
Finance
Manager
Head of
Conferencing
Catering 1-5
Finance 1
Finance 2
Entrepreneur
in Residence
Growth
Manager 1
Associate
Coaches x20
Growth
Manager 2
Associate
Coaches
Admin &
Marketing

21. In addition to rental income and equity from startups, plus investment from
stakeholders aiming to capture value from startups….
1. ‘Plug-and-play’ facilities
Communal: reception, post, common room, meeting rooms
A ‘suitable address’
2. Ancillary ‘property’ services, à la carte:
Conference rooms, catering, conferencing
Internet, telephony, admin/bookkeeping
3. Advisory services, key to incubation (client ≠ customer):
Business plan review, face-to-face advice, training
Introduction to sources of funding, NXDs, key customers
Creation of community and networking
Also policy work for government, including regional development

22. Session 2: TBI Fundamentals and Best
Management
e. Space Management
Excellent example on next slide
7 best uses of space at this incubator

23. Example : Beta Haus @ Berlin

24. 7 Clever uses of space at Beta Haus
Bar Camp- small group discussions
Loft-Classroom style space
Innospace-Pitching area
Arena- For workshops
Woodshop-for protyping using wood
Meeting Rooms-Formal meeting rooms
Hardware.co Lab-Rapid prototyping
www.betahaus.com/berlin/space

25. Session 3: Business Support and Strategic
Partnerships
a. Understand Your Locality and Your Tennant
Needs
b. Business Support Services
c. Coaching and Mentoring
d. the Entrepreneur in Residence
e. Events
f. Access to Finance

27. Emergence of Hi-Tech Cluster in Greater Cambridge
1971 1981 1991 2001
Scientific
Instruments
Telecoms
Industrial inkjet
Biosciences
Computing
Software
Scientific
Instruments
Wireless
communications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
Scientific
Instruments
20,200 25,100 34,900 46,200
Computing
Software
Scientific
Instruments
Industrial inkjet
1971 1981 1991 2001 2014
Scientific
Instruments
Nanomaterials
Drugs delivery
Sensors/actuators
Alternative fuels
Cleaner processes
Medical engineering
Photovoltaics
Drug modelling
Biomass
Sentient computing
Telecoms
Industrial inkjet
Biosciences
Computing
Software
Scientific
Telecoms
Industrial inkjet
Biosciences
Computing
Software
Wireless
communications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
Scientific
Instruments
Wireless
communications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
Scientific
Instruments
Hi-tech
jobs
34,900
Computing
Software
Scientific
Instruments
Industrial inkjet
Computing
Software
Scientific
Instruments
Industrial inkjet
50,000

28. Three Converging Revolutions

29. Cleantech Sector Definition
Source: Greater Cambridge Partnership Cleantech Strategy & Action Plan, May 2010

30. Green Energy Options Design and manufacture energy management displays Hardwick, Cambs
Alert Me Domestic energy monitoring Cambridge
eSight Energy Energy management software Swavesey, Cambs
Meniscus Systems Energy management systems monitoring Huntingdon, Cambs
Ista Energy Solutions Commercial energy management solutions Harston, Cambs
Sentec Products for the smart metering sector Cambridge
AMiHo Wireless control for smart metering Cambourne, Cambs
Envirocomb Energy monitoring software and services Royston, Herts
Energy ICT Energy information technology Stansted Abbotts, Herts
TEAM Energy monitoring software and services Milton Keynes
Radir Energy management and control Milton Keynes
Hybridise Energy management services Epping, Essex

31. Session 3: Business Support and Strategic
Partnerships
a. Understand Your Locality and Your Tennant
Needs
“Unless the business model is aligned with the
services provided to (and desired by!) the
tenants/clients, the incubator will struggle and
probably fail”
David Gill, CEO St Johns Innovation Centre,
Cambridge

34. Startup Ecosystems – Cities/Regions
Incubators
Accelerators
Seed
investors
Co-working
spaces
Startup
support
Competitions
and prizes

36. Support “Pathway”
Start-Up
• Climate-KIC
• Future
Business
Incubating
• Founders
• Future
Business
• NIAB
Accelerating
• Founders
• Roger
Thornton
• Berti
• EcoMachines
Established
• Founders
• Growth
Accelerator
• Berti
• EcoMachines
• Business
Parks

37. Session 3: Business Support and Strategic
Partnerships
c. Coaching and Mentoring

39. Session 3: Business Support and Strategic
Partnerships
d. The Entrepreneur in Residence

40. People & Culture
High-trust, low-touch, ‘collegiate’
culture
Now many serial
entrepreneurs/angels
Recent ‘Godfathers’:
Sir John Bradfield, Dr Chris
Johnson, Lord Broers, Dr Hermann
Hauser, Lord Sainsbury, Walter
Herriott, Matthew Bullock
‘Superordinate goals’
Cambridge News

45. Meet the Buyer: Open Innovation
Bouyges Enlight

46. Winner
Marketing, attraction, networks
1st stage – basic requirements
met
2nd Concept notes (2 assessors)
 top rated
3rd Internal meeting  Short list
4th Full plans or pitches  Final
short list, commended
5th Interviews  top 7

47. 17:40 Financing from the Perspective of a ‘Gamekeeper Turned Poacher’ (from Cleantech
Fund Manager to Cleantech Co CEO)
Peter Bance, CEO, Origami Energy and formerly of Octopus Fund
Management
18:00 The Bouygues Corporate Innovation Fund – Opportunities for Cleantech Innovators to
Partner with a Major Multinational Company and Gain Access to Markets
Lee Hyde, Business Manager, Bouygues
18:20 The APC/Minimise Story – The Lessons Learnt form Growing a Cleantech Company Mark Robinson, former CEO, APC and Founder, Power Faculty

48. Ask the Ventures if the Business Support
Works?
Critical Important
Not
important
22.5% 60.6% 16.9%
Swedish Vinnkubator Programme used a collaborative approach, asking
incubator managers to come up with a system

49. C
Session 4
Team Exercise : Creating a short term and a
long term “ Sustainability Plan”

50. C
Session 4
Team Home work: SWOT your TBI

51. C
Day 2
Session 5
Team Presentation of Home work:
“SWOT your TBI”

52. C
Day 2 - Session 6
Group Discussion on
• Keys to success for your TBIs
• Mapping Opportunities
• Recap
• Take away points and
• Action plan

53. C
Day 2 - Session 6
Launch of the LinkedIn Group
A valuable networking platform to continue
sharing ideas, challenges, opportunities and
support the future success of TBIs in India

54. C
End of Session
Request for Feedback
&
Thanks