The document discusses the importance of innovation and entrepreneurship as drivers of economic growth and resilience, highlighting the roles universities play in fostering local and international ecosystems. It outlines methods for enhancing local economies, supporting entrepreneurs, and creating partnerships to facilitate innovation. The text also emphasizes the need for a supportive culture that encourages experimentation and the sharing of ideas, alongside specific frameworks to assess and strengthen regional innovation capacities.

1. AView From Beyond SiliconValley

2. 1. Innovation & entrepreneurship is the only real path
to economic growth and resilience.
2. Innovators can, and do (!), find a home wherever
the “ecosystem” is ready.
3. Universities play a vital role in growing their local
innovation ecosystem and in helping local
innovators and entrepreneurs connect
internationally.

3. My Assumption:
Your institution has already recognized the
need to identify and support entrepreneurs
seeking to start and grow businesses.

4. The Question:
How can we all help our respective institutions
improve its innovation and entrepreneurship
capacity?

5. One part of the answer…
Focus on growing the local economy:
1. Improving the local innovation ecosystem,
2. Forming international partnerships related to
the areas of “excellence” within the local
ecosystem, and
3. ACTIVELY helping students, faculty, staff, and
others form and grow innovative new ventures

6. 1. Berlin, Germany
2. Tel Aviv, Israel
3. Helsinki, Finland
4. Stockholm, Sweden
5. Bengaluru, India
6. London, UK
7. Boston, USA
8. Copenhagen, Denmark
9. Amsterdam, the Netherlands
10. San Francisco, USA
11. Melbourne, Australia
12. Singapore, Singapore
13. Austin, USA
14. Toronto,Canada
15. Vancouver, Canada
16. Munich, Germany
17. Warsaw, Poland
18. Zurich, Switzerland
19. Beijing, China
20. Tokyo, Japan
21. NewYork, USA
22. Istanbul,Turkey
23. Madrid, Spain
24. Barcelona, Spain
25. Seattle, USA
26. Paris, France
27. Cologne,Germany
28. Hong Kong, Hong Kong
29. Santiago,Chile
30. Buenos Aires, Argentina
31. Shanghai,China
32. Sydney, Australia
33. Vienna,Austria
34. Reykjavik, Iceland
35. Dublin, Ireland
36. Seoul, South Korea
37. Oslo, Norway
38. Prague, Czech Republic
39. Nice, France
40. Frankfurt, Germany
41. Los Angeles, USA
42. Lisbon, Portugal
43. Lyon, France
44. Brussels, Belgium
45. Budapest, Hungary
46. Sao Paulo, Brazil
47. Bogota, Colombia
48. Milan, Italy
49. CapeTown, South Africa
50. Bucharest, Romania
* Valuer (www.Valuer.com)

7. Norfolk,Virginia, USA
I live here!

8. 1. Berlin, Germany
2. Tel Aviv, Israel
3. Helsinki, Finland
4. Stockholm, Sweden
5. Bengaluru, India
6. London, UK
7. Boston, USA
8. Copenhagen, Denmark
9. Amsterdam, the Netherlands
10. San Francisco, USA
11. Melbourne, Australia
12. Singapore, Singapore
13. Austin, USA
14. Toronto,Canada
15. Vancouver, Canada
16. Munich, Germany
17. Warsaw, Poland
18. Zurich, Switzerland
19. Beijing, China
20. Tokyo, Japan
21. NewYork, USA
22. Istanbul,Turkey
23. Madrid, Spain
24. Barcelona, Spain
25. Seattle, USA
26. Paris, France
27. Cologne,Germany
28. Hong Kong, Hong Kong
29. Santiago,Chile
30. Buenos Aires, Argentina
31. Shanghai,China
32. Sydney, Australia
33. Vienna,Austria
34. Reykjavik, Iceland
35. Dublin, Ireland
36. Seoul, South Korea
37. Oslo, Norway
38. Prague, Czech Republic
39. Nice, France
40. Frankfurt, Germany
41. Los Angeles, USA
42. Lisbon, Portugal
43. Lyon, France
44. Brussels, Belgium
45. Budapest, Hungary
46. Sao Paulo, Brazil
47. Bogota, Colombia
48. Milan, Italy
49. CapeTown, South Africa
50. Bucharest, Romania
* Valuer (www.Valuer.com)

9. Odessa
Kyiv
L’viv
Donetsk
Dnipro
Yerevan Baku
Minsk
Tbilisi

10.  Each suffered significant economic “shocks” in recent decades.
 Each has important but underutilized and disconnected assets.
 Each has a populace ready for change and growth.
 Each has an “openness” to outside ideas and perspectives.
 None of them are known (yet!) as a startup “hotbed.”
 Each has identified innovation and entrepreneurship as an
important part of a more competitive economy.
 Each is seeking ways to better connect with innovators and
entrepreneurs around the world.

11. …including Detroit, Chicago,Washington, Houston, Miami, and … Norfolk,
Virginia
Each has identified innovation and entrepreneurship as an
important part of a more competitive economy
and …
Each has university, industry, and public leaders interested in
“internationalizing” its innovation and entrepreneurship
activities!

12. There are six distinct paths:
1. Traditional small business
2. Lifestyle business
3. Social venture
4. High-growth startup
5. Buyable startup
6. Large company “spinout”
Per Steve Blank, et al
Only a few kinds of
new venture
produce long-term
economic impact.
Success depends
on “scaling up,”
either alone or in
affiliation with a
large company

13.  Innovation & entrepreneurship is a set of skills that can be applied
across professions, markets, and technologies.
 Must invest in both in formal and informal programs:
 Formal programs include funded incubators, accelerators, co-
working spaces, mentoring programs, “Entrepreneur in
Residence,” pitch competitions, innovation challenges, venture
funds, technology hubs, etc.
 Informal programs include entrepreneurship clubs, expanded
networking events, “Startup meetups,” speaker series, on-going
“celebration” of entrepreneurship successes.

14. … creates new opportunities for local companies in both existing
and emerging local markets…
…and …
… creates opportunities for university-based research
partnerships and international collaborations!!

15. Five areas of focus are at the heart of the innovation and
entrepreneurship withinAmerica’s universities.
1. Active engagement in regional economic development;
2. Industry collaboration;
3. Student entrepreneurship;
4. Faculty entrepreneurship; and
5. Technology transfer
Source: The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus, U.S. Department of Commerce, October 2013

16. Make an effort to assess your region’s strengths
and weaknesses
Focus university innovation and entrepreneurship
programs on the local region’s most “excellent”
capabilities!

17. Establish collaborations within international
ecosystems that have similar “excellent”
capabilities and support similar industries
Specifically seek to connect with universities within
those international ecosystems that already have
effective partnerships with local economic
development organizations

18.  Maintain strong and sustained basic and “translational”
research to provide a pipeline of great ideas – must be
relevant to the local region’s industry and expertise!
 Explicitly link entrepreneurship programs with
translational research & development activities!
 Emphasize venture creation to commercialize
technologies and form international relationships
 “Entrepreneurs are everywhere” -- keep programs
available to ALL students & faculty

19. Encourage staff and faculty to engage with local
industry, investors, & policy makers
Target the kinds of new ventures that can scale,
and particularly those that have potential in
international markets

20. Marty Kaszubowski
Executive Director, Innovation Initiatives
Institute for Innovation & Entrepreneurship (IIE)
Old Dominion University (ODU)
MJKaszub@ODU.edu
www.ODU.edu/IIE

22. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors, Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Universities as
Catalysts
Cultural Support
https://www.weforum.org/reports/entrepreneurial-ecosystems-around-globe-and-company-growth-dynamics

23.  It requires a culture of idea generation, experimentation, success and
failure.
 Countries, cities, and their private sector stakeholders can help by
creating “safe places,” networks, and programs for local entrepreneurs
to:
 Generate ideas
 Learn & share knowledge
 Recruit mentors, experts, capital, and
 Experiment with their products, services and technologies.
 Most will fail the first time, many will continue to experiment and,
eventually, a successful start-up culture will develop.

24. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Local Small and Mid-sizedCompanies as
Customers and ProductTesters
• Governments as Customers
• Universities and Non-Profits as Customers
• Large Companies as Customers and Partners

25. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• ManagementTalent
• TechnicalTalent
• Entrepreneurial Company Experience
• OutsourcingAvailability
• Access to ImmigrantWorkforce

26. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Friends and Family
• Angel Investors
• Private Equity
• Venture Capital
• Access to Debt

27. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Mentors/Advisors
• Professional Services
• Incubators/Accelerators
• Network of Entrepreneurial Peers

28. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Available Workforce with Pre-University
Education
• Available Workforce with University
Education
• Entrepreneur-SpecificTraining

29. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Ease of Starting (and Closing!) a Business
• Tax Incentives. Business-Friendly Policies
• Access to Basic Infrastructure (e.g. water,
electricity),Telecommunications/Broadband
• Access toTransportation

30. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Tolerance of Risk and Failure
• Preference for Self-Employment
• Success Stories/Role Models
• Research Culture
• Positive Image of Entrepreneurship
• Celebration of Innovation

31. Accessible
Markets
Human Capital &
Workforce
Funding &
Finance
Mentors,
Advisors,
Support Services
Regulatory
Framework &
Infrastructure
Education &
Training
Cultural Support
Universities as
Catalysts
• Universities promote a culture of respect for
innovation & entrepreneurship
• Universities play a key role in idea-formation
for new ventures
• Universities provide technology, business
model innovations, testing facilities,
consulting support
• Universities play a key role in providing staff
and advisors for new ventures

32. Universities can help by creating a safe place for students,
alumni and local entrepreneurs to generate ideas, recruit
mentors, experts and capital, and to experiment with their
products, services and technologies.
SUGGESTION: Every university can and should lead an
effort to assess the local ecosystem and look for areas to
lend support

33. We start with a 14 Step process that serves as a handy
framework for a region's progress in building its
ecosystem:
● How far has the region progressed in that 14-step
process?
An ecosystem also reflects the “willingness and
readiness” of the culture to support entrepreneurs
● How ready is the region to take some risks, celebrate
some failures, use some political capital?
Finally we want to know what specific programs and
resources are available to entrepreneurs and “spinout”
ventures
● Are resources & programs available and of high
quality?

34. The tool identifies
regional strengths
and weaknesses!
Ex: This assessment (of a
city in Ukraine) shows good
infrastructure and
willingness to seek & copy
good ideas ... Lots of great
technology

36. Another
Useful
Approach

37. LEADERS
• Who has the reputation, resources and
commitment to lead new initiatives?
• Who will champion new initiatives
within their own organizations?
• How can leaders and champions be
more inclusive?
STAKEHOLDERS
• Who are the entrepreneurs?
• Who are the service providers?
• Who are the inventors?
• Who are the capital providers?
• Who are the support organizations?
• What is the role of government?
• Who are the other key participants in
the innovation ecosystems?
FRAMEWORKS
• What is the regulatory environment for
innovation?
• What legal/bureaucratic barriers stand
in the way of entrepreneurship?
• What widespread social norms
surround the innovation ecosystem?
RESOURCES
• What resources are available to aspiring entrepreneurs (knowledge,
mentorship, cloud hosting, etc.)?
• What sources of capital are there in the marketplace?
• How does this capital flow and interact with growing businesses?
• What is the volume and quality of talent in the labor pool?
• What are the main sources of innovative ideas/discoveries/inventions?
• What resources are available to service and support organizations that
interact with entrepreneurs (workforce training, etc.)?
ROLE MODELS
• Who are the local entrepreneurs that
have built successful companies?
• Who are the local entrepreneurs that
haven’t yet been successful and what
can we learn from their failures?
• What regions have similar attributes
and resources?
• What organizations have shared
visions/values?
• Are there other regions we could learn
from or emulate?
ACTIVITIES
• What are people already doing to
stimulate
innovation/entrepreneurship?
• How are these people
collaborating with each other?
• What activities drive participation
in the community?
• What events create ‘buzz’ and
generate interest?
ENGAGEMENT
• Where, when and how do stakeholders interact?
• How do ideas, talent and capital come together?
• What are the lines of communication between partners?
• How do members of the community collaborate with each other?
• How does the community engage external or global partners?
• How does the community encourage recruit new constituents?
• How do young people get involved?
• What forums exist that allow the breakdown of social and professional
hierarchies?
INFRASTRUCTURE,CAPABILITY, & COMMUNITY
• What is the density & quality of service providers (law, IP,
consulting, real estate, etc.)?
• What boundary spanning organizations exist?
• What is the local level of serial entrepreneurship?
• What is the density and quality of physical infrastructure
(airports, internet connections, etc.)?
• What are the core sectors of the local economy?
• What are the strongest regional comparative advantages?
CULTURE
• Where do people come from?
• What are their value systems?
• What are their motivations ?
• What are the ‘amenities of place’?
• How do we create and maintain a sense of urgency?
• What kind of innovative social networks exist already?
• How do people deal with uncertainty, risk or randomness?
• How is failure perceived?
• Do people build for perfection or iteration?

38. The Global Innovation Index (GII)
annually evaluates how individual
countries allocate resources to
promote innovation &
entrepreneurship.
https://www.wipo.int/global_innovation_index/en/2019/