Regional Innovation, Incubation and
The University
Entrepreneurial Leadership and The
Cambridge Model
“The Cambridge Phenomenon”
Professor Alan Barrell
Hosei University, Tokyo February 26th 2009
Context and Agenda
 A General Context – A Changing World – A Financial Crisis
 Region and sub-region – where did the action really originate
Question - Is there optimal size / scale for optimal Innovative
Development ?
 Entrepreneurship as the driving force and Leader of much
more than business success
 Entrepreneurial mindsets and support structures
 Technology Transfer – The University did not lead
 A Family of Incubators under other names
 A Cluster of Creativity
 Characteristics of Successful Cambridge Incubators
 Recognising and building on serendipity
 Funding and Investment Readiness Preparation
 People, Diversity, Culture, Communities, Networking and
Society
Casting an Eye on the World’s
Financial Crisis – What’s changed ?
Who said these words and When
“I believe the banking institutions are more
dangerous to our liberties than standing
armies. If the American people ever allow
private banks to control the issue of their
currency, first by inflation, then by deflation,
the banks and corporations that will grow up
around the banks will deprive the people of all
property until their children wake up
homeless on the continent their fathers
conquered”
Who said these words and When
“I believe the banking institutions are more
dangerous to our liberties than standing
armies. If the American people ever allow
private banks to control the issue of their
currency, first by inflation, then by deflation,
the banks and corporations that will grow up
around the banks will deprive the people of all
property until their children wake up
homeless on the continent their fathers
conquered”
Thomas Jefferson 1778
And what about these…
“The budget should be balanced, the Treasury
should be replenished, Public debt should be
reduced, the arrogance of officialdom should
be tempered and controlled, and the
assistance to foreign lands should be
curtailed, lest our Nation become bankrupt.
People must again learn to work, instead of
living on public assistance”
And what about these…
“The budget should be balanced, the Treasury
should be replenished, Public debt should be
reduced, the arrogance of officialdom should
be tempered and controlled, and the
assistance to foreign lands should be
curtailed, lest our Nation become bankrupt.
People must again learn to work, instead of
living on public assistance”
Marcus Cicero 55 BC
But - think Boom ….not Gloom….
many successful businesses started in
recessions….
“I started the Cobra Beer Company in a deep
Recession – and it proved to be the best time
for me….introducing something innovative
and exciting changed the way people thought
about Indian Food and Beer”
Lord Karan Bilimoria
Founder – Cobra Beer
But the eye on the World shows lots of
changes….its not just the finances….and
some changes are permanent
The Changing Horizon
Organisations
Technology
Environment
Issues
The death of
deference
Globalisation
New employment
patterns
Sources of
Competitiveness
Learning
Creativity
Speed
Cost
Information
Risk
Reputation
Values
Changes in Industrial Structure - UK
% of Total Employment - UK Government Foresight Report 2001
100
90
80
70
60
50
40
30
Manufacturing
All Services
20
10
0
1971
1981
1991
2001
2011
Global Dynamics – Manufacturing has
Migrated






Two fifths of the Worlds people
live in the two fastest growing
large economies – China and
India
Education, Wealth Creation and
New Knowledge are at the heart
of Economic Planning in Asia
Growth in Asia is far ahead of
Europe.
Dynamic Growth in Manufacturing
Base
CASH is in place in the Asian
economies – as well as
brainpower- China has US$ 2
Trillions of reserves
Labour and Material cost
advantages +++++
Cambridge and the Eastern Region
Traditional Industries
•Agriculture and Food
•Fishing
•Leather goods - Footwear
•Wool and Textiles
•7.5 million people
•One of UKs fastest growing
•Region governed by EEDA – East of
England Development Agency
Trinity College’s History and
Scientific Development – Cambridge
– Science, Innovation and Invention
 Trinity always had a strong
scientific tradition*
 First use of the word
“scientist” 1835 (Whewell)
 First European Science Park
– 1970 – Dr Sir John Bradfield
*Alumni include Newton, Clerk-Maxwell, Rayleigh, Thomson, Walton,
Rutherford, Aston, Lyle, both Braggs, Bohr, Hopkins, Klug, Kendrew
Greater Cambridge Partnership Area ( GCP) – one of nine
“Sub-regional Development Partnerships”
in the EEDA – East of England Development Agency Region
2002 GC Estimates
Population: 750,000
Jobs: 359,000
GVA: £12.2bn
A10
A1(M)
FENLAND
(PART)
Chatteris
Ramsey
Littleport
EAST
CAMBRIDGESHIRE
HUNTINGDONSHIRE
FOREST HEATHA11
(PART)
Mildenhall
A10
Huntingdon
A1
A1
4
A14
Bury St Edmunds
St Neots
CAMBRIDGE
A14
ST EDMUNDSBURY
(PART)
A11
SOUTH CAMBRIDGESHIRE
A10
Haverhill
NORTH HERTFORDSHIRE
(PART)
M11
Royston
UTTLESFORD
(PART)
Saffron Walden
Building an Enterprise Society. Power of
Entrepreneurship, Innovation and Networking
National economy
Regional economic development
Sub-regional development
Building communities of
enterprise,social inclusion and
common purpose
Cambridge in 1960






Medieval City
Great University and Seat of Learning
Farmers
Not much Industry
Lots of Bicycles
Entrepreneurs? Entrepreneurship? – “Town
and Gown” – and Agriculture….
 But things were changing….
Thinking About Entrepreneurship….
And about Creativity, Innovation,
Discovery Culture, and Mindset –
Historical Perspectives…and Timing
Jules Verne – “There is nothing more
powerful than an idea whose time has
come”….
And - With this background….Let’s
IMAGINE
Einstein on IMAGINATION….
“Imagination is more important than
knowledge. Knowledge is limited.
Imagination encircles the world”
Albert Einstein 1879 - 1955
So - thinking of Imagination….What’s
different about Entrepreneurs ?
“You look at things
and ask - why?
but I dream of
things that never
were and ask why not?”
George Bernard Shaw
Europe’s Entrepreneurial Imperitive –
Josef Schumpeter - 1911
“Entrepreneurs blow gales
of creative destruction.”
Role of the entrepreneur in transforming economies by
developing:
 New products
 New methods of production
 New ways of organizing
 Untapped raw materials
 Enhanced competitive performance
Is The Cambridge Phenomenon an
Example of a “Mini-Schumpeter
Gale of Creative Destruction?”
Entrepreneurship – The bigger
picture….Leading Social Change
(Prof Shai Vyakarnam – Cambridge 2008)
India
Berlin Wall
Hasselhof
China
Completely new markets
Migrations
Within and into
Europe
Is there a shift in
economic centre of
gravity?
Single
Economic system
Add the Impact and Timing of the Continuous
Technology Revolution….
Compared to an average DAY in 2003….
1971
All international phone calls
1975
All airline passengers
1984
All mobile phones
1992
All emails
1998
Source: Analysys, World Bank and ITU
All SMS
Three Converging Revolutions
Three Pervasive Technology Platforms
BIO TECH
Pharmaceuticals
Diagnostics
Research/Info
Tools
Industrial
Genomics
Bioinformatics
Proteomics
Biosensors
Bioelectronics Biochips
Microfluidics
Nanobiotechnology
Drug Delivery
INFO TECH
Hardware
Software
Communications
Nanodevices
Nanosensors
Nanoelectronics
NANO TECH
Electrical
Structural
Biomedical
Energy & Environment
1960 – The “Columbus Spirit” hits
Cambridge – and a Cluster emerges
C a m b rid g e U n iv e rs ity
C a m b rid g e C o n s u lta n ts L td
(1960)
P .A. T ech n o lo g y
T h e T ech n o lo g y
P artn ersh ip
S cien tific G en erics
S ym b io n ics
T eam C o n su ltin g
P le x te k
• Combined headcount of technology providers currently exceeds 2,500 in UK
• PA Technology employs up to 2,500 Worldwide
• Combined direct and indirect revenues estimated at $1,5 billions – ? more
• PA technology – Revenues $750millions+
• Some players have seed funds
• 70 identified spin-outs - highly successful incubator models
From 1960 – Birth of the Worlds largest
Industrial Ink Jet Cluster
Cambridge University
Cambridge Consultants Ltd
spin-out 1960
Domino
Printing
Sciences
1978
Willett
International
Ltd
1983
Elmjet Ltd
1986
Linx
Printing
Technologies
1986
Support to
Imaje
(France)
formed 1979
Xaar
Printing
Technologies
1990
• Total current revenues $1.5 billion +
• Total headcount 4,000+
• Major market share participation worldwide
• Diaspora populates Ink Jet Industries in international locations
• Ink Jet Cluster is enabling “Plastronics” Cluster. Revolution –
Plastic Logic – “E-Reader” – already raised $250 millions!
INCA Ltd
2000
Steve Barlow
Robert Swann
Aphamosaic
Caroline
Garey
Phil O’ Donovan
Smartbead
Andrew Dames
James Collier
Technologies
Acquired by Synaptics
Glenn Collinson
Polatis
Cambridge
Silicon
Mark Howard
Acquired by Elumin
Holotag
Radio
Richard Doyle
founded by Dr. Hans
Chris
Andrew
Dames
Sensopad
Wagner
Davies
Cyan
Sentec
Stuart Hendry
Technologies
Pelikon
Andrew Dames
Chris Fryer
Absolute
Technology
Gavin Troughton
Adrian Lucas
Sphere Medical
Chris
Sensors
Mike Willis
Roger
Pivotal
Imerge
Barnardo
David Paton
David Bending Roundpoint
3D Molecular
Millar
Resources
Mike Willis
Cambridge Physical
Sciences
Steve Temple
INCA Digital
Gordon Edge,
Elizabeth Hill
Sciences
Xaar
Printers
Bob Pettigrew
Mark Tracy
Scientific
Nigel Playford
Bill Baxter
Prelude
QuantumBEAM
Ionica
Generics
Will Eve
Robert Hook
Gordon Edge, Bob
Graham Martin
Paul
Pettigrew,
Alan Green
Gordon
Colin Gray
Anson
Tim Eiloart
Adaptive Screening
Edge
Diomed Tony Raven
Will Eve ELMJET
Mike
CCL
Flying Null
PA
Mike Crossfield
Payne
Acquired by
Graeme MintoDomino
TTP
1960
1970
Videojet
Ross Green, Mike Kellaway
David Paton
Robin
Wavedriver
Technologies
Gerald Avison
Acquired by
Smith-Saville
DCS
Cambridge
Signal
PowerGen
Mike Storey
Automation
Mass
Process Ltd
Richard Archer
Symbionics
Partnership
Spectrometry Until 1985
Xennia
Demerged from
Collin
Dennis
Technologies
TTP Group
Smithers
Alan Hudd
Plextek
TTPCom
Fielder
Myriad
1986-1990
Tony Milbourn
Transversal
John Cassells
Barrie Griffiths
David Yip
ip.access
Steve Mullock Kore
David McKay
Technology
1991-1995
Ubinetics
Ali
Pourtaheri Tality
1996-2000
Yuno Ltd
Vivid
Stephen Eason
Acquired by
Vetura
Radiant
Networks
2001-2002
Acquired by
Mettler-Toledo
Acquired by
Cadence
TTP
Ventures
Acumen
Bioscience
TTP
Richard Philpott
LabTech John Cassells
David Cornell
Creativity
Partnership
Fen
Anne Miller
Technology
Tin Bustin, Ciaran McAleer
Figure 2 – The hi-tech start-ups spawned from the Cambridge Consultants
The emergence of high-technology
clusters in Greater Cambridge
50,000
Cambridge
Cambridge
Interactive
System
University
MRC
Laboratory
of Molecular
Biology
Sinclair
Radionics
1960
CCL
CAD
Centre
Sinclair
Research Ltd
Barclays Bank
1970
Cambridge
Science Park
Analysys
Glaxo
PA
Technology
Acorn
Seiko Epson
Research
Lab
Olivetti Research
Laboratory
(acquired by
AT&T in 1999)
Toshiba
Cambridge
Research
Laboratory
1980
Judge Institute of
Management
Studies
St. John
Innovation
Centre
Cambridge Research and
Innovation Ltd (CRIL)
Scientific
Generics
The Technology
Partnership
TTP
1990
Unilever Cambridge
Centre for Molecular
Informatics
Cambridge
Network
Nickerson
Biotech
Laboratory
Eicon
Research
Ltd
Institute of
Biotechnolog
y
Hitachi
Cambridge
Laboratory
Cantab
Pharmaceuticals
Amadeus Capital
Partners
Institute of
Manufacturing
2000
Entropic Research
Laboratory (acquired
by Microsoft in 1999)
BP
TTP Ventures
Glaxo Institute
of Applied
Pharmacology
Characteristics for High Technology
Regions


Universities and centres of academic excellence
Entrepreneurs with marketable ideas and products

Business angels and established seed funds

Sources of early stage venture capital

Core of successful large companies

Quality management teams and talent

Supportive infrastructure

Affordable space for growing businesses

Access to capital markets

Attractive living environment and accommodation

Social and Business Networks
source :- Gibbons - Stanford University 1998
As we get momentum - Overlapping
Technologies support Overlapping Business
Clusters
HEALTH
Medical
services
Bio-informatics
Telecoms
INFORMATION and
COMMUNICATIONS
TECHNOLOGY
Medical devices and
scientific instruments
Networking
Computing
Bio-pharmaceuticals
University/ Research Institutes
Wireless
Inkjet printing
Medical
research
Sound &
vision
Technology Consulting
Publishing
Basic Research
KNOWLEDGE
CREATION
Education
Charles Darwin – “Natural Selection
Adaptability and Survival” Darwin’s
Bicentenary this year
Natural Selection, Adaptation, Symbiosis Synergy
Incubation and Cluster Development
And….We can apply the
principle to companies…
Proximity of Learning, Research and
Practical Application
“The Innovation Campus”
R&D
Education
Applications
Where open innovation, symbiosis, synergy and
new companies can thrive
Completing the Jigsaw – putting
technology to work
Customer
need
Technology
Innovative
service
company
Completing the Jigsaw – Service
Delivery Innovation
Technology
Innovative
service
company
Customer
need
Characteristics of Cambridge Incubators – IT, Bio. and
Generalist types all exist – in a Science Park, Innovation
Centre and Incubator base
 Research and Development and broad
Technology skills base
 Commercial orientation and focus
 Marketing, Finance and Management
capabilities in house
 Mentors and Advisors integrated
 Excellent Networking and Connectivity
 Flexible space availability and access
Funding Innovative Companies – “Show me the
Money $$$$!”- The Funding Challenge
“Our Money”
B
A
N
Family and Friends and Fools
Risk
Business Angels
K
Seed Funds
Early Stage VC
Expansion Capital
Pre-IPO
Maturity
F
I
N
A
N
C
E
??
Thinking Of Angels! – How did Business
Angels get that name ?
“Syndication Nodes” and Business Angels –
Connecting in and from Cambridge
 Cambridge has four active Angel Groups – Cambridge
Angels, Cambridge Capital Group, Equus, G.Eastern Investment
Forum
 MOUs and Syndication with- Other UK Angels, Sophia Angels
( France) Luxembourg BAN, B.A.of Slovenia,US Angels Networked
with all known, useful VCs and Grant bodies
 Joint events, Deal and Portfolio Sharing
 Common Network and Portfolio Management Angelsoft
 Keeping well informed – eg. French Wealth Tax
changes – Transformational impact.
 Strong International VC connections
Show me the MONEY! – So maybe we can we find
investors hanging out here?....
“How do we get to the money ? Where is
the $$$$ trail ?” Connecting and Information
Points and Principles
 Networks and Networking – importance +++++
 Business Schools and Entrepreneurship Centres Region
wide and cross border
 Other Entrepreneurs / Support and Mentoring Structures
 Online Channels – numerous eg…. www.funded.com
 “Network Nodes” – Individual referrals
 Cross Border contacts
 Attitudes and Culture
 France and it’s Wealth Tax….Thank you M. Sarkosy !
The Early Stage Business Balance – what do
investors look for? In ANY innovative
company ?
Inspired
Leadership
Creativity
Vision
Enthusiasm
Bullshit
Courage
Optimism
Management
Research &
Analysis
Caution
Process
Market
Knowledge
Financial Control
And they like to see experienced Chairman and
Directors - Mentors for Innovative young Companies
Today – “The Cambridge Phenomenon” – The
University Embraces the Modern World –
Entrepreneurship in action






More spin offs from University
research groups
University people and ideas are
now at the core of many of the
new technology ventures
University organisations have
helped develop the infrastructure
of the ‘cluster’ (eg, Trinity College
and the Science Park; St John’s
College and the Innovation
Centre)
Cambridge has become a magnet
for hi-tech and biotech companies
– Silicon Fen
Academia, Business, Professional
Services, Public Policy – working
together
Business – University exchanges
++++
Entrepreneur Support and TheCentre for
Entrepreneurial Learning (CfEL)
History:
 1999 - Cambridge Entrepreneurship Centre (CEC)
 2003 – Centre for Entrepreneurial Learning (CfEL)
 Run 40+ courses a year
CfEL Core Design Principles
 The best teachers are entrepreneurs
 Real-life businesses and problem solving
 Focus on the practical
 Action learning
 Development of own ideas
 Building confidence
 The power of communication and networking
 Explore synergies and make practical connections
 Access to network
J u d g e B u s in e s s S c h o o l
… a t th e h e a rt o f C a m b rid g e U n ive rs ity
w ith g lo b a l re ac h
C o lle g ia te stru ctu re
a n d le a rn in g
a p p ro a ch
E th o s a n d V a lu e s
C a m b rid g e
Judge
D is tin c tio n
M u lti-d isc ip lin a ry
co lla b o ra tio n
S ilico n F e n
P ro xim ity to L o n d o n ,
E u ro p e ’s co rp o ra te ce n tre
Page 3
Who’s Who - CfEL Team
Dr. Shai Vyakarnam
CfEL Director
Dr. Jo
Mills
Katharine
Price
How Do We Work?




Frances Bycroft 
Curriculum development by CfEL
Leverage external expertise to deliver – over 200
entrepreneurs and practitioners
Highly customer focus
Constant assessment on quality of programmes
Stew McTavish
Build on reputation for excellence to create further growth
and expansion
Arun Muthirulan
Peter Hiscocks
(ACHIEVE)
Yupar Myint
Orsi Ihasz
CfEL’s Entrepreneurs in Residence
Alex van
Someren
Alan Barrell
Library House
nCipher
Walter de
Brouwer
Founder
of Starlab
Jack Lang
Serial
Entrepreneur
Dan Roach
Avlar
Bioventures
Richard Green
Ubisense
Ann Cotton
Camfed
International
John Snyder
Grapeshot
Phil O’ Donovan
Camrivox
CfEL’s Programmes
I want to
learn...
What
entrepreneurship is all
about
Some new
knowledge and
skills in business
planning
I’m a CU student
and want
Entrepreneurship
as part of my
degree
Undergraduate and
Postgraduate Assessed
Programmes
I’m a student or
member of staff
or local
entrepreneurial
individual
Enterprise
Tuesday
(Term 1)
I’m a student
Enterprisers
How to get my
idea started
How to
survive and
grow in the
early stages
How to develop
and grow
companies
How to teach
entrepreneurshi
p
Enterprise Tuesday
(Term 2)
Ignite: ‘Fast
Tracking Innovation’
I’m a Solo
Entrepreneur
with a technology
idea
I’m a Corporate
Intrapreneur or
Entrepreneurial
Manager
I’m an
entrepreneur or
an
entrepreneurial
academic
Senior
Managers’
Programm
e
Summer
Forum
Entrepreneurship Courses within the
University of Cambridge
Undergraduate
Programmes
Graduate
Programmes










Physics
Chemical Engineering
Materials Science
Computer Science
Biochemistry
Architecture
MBA
Chemistry
Earth Science
Graduate School of
Biological, Clinical, Medical
and Veterinary Sciences
Emerging Technologies Entrepreneurship
Taking the journey – Amex, Microsoft, University Faculty
• Intensive one-week course for students, solo
entrepreneurs and corporate innovators
with technology/ knowledge ideas
• Focuses on developing a strategy for each
participant’s new venture
• Tailored support to individual project needs
through investment readiness, technical and
market due diligence, mentoring and expert
clinics
• Access to a network of valuable contacts and
sources of investment - 100 contributors
involved in delivering each programme
8th -14 July 2007
Cambridge
• Opportunity to pitch idea to a panel of
investors, entrepreneurs and corporate
venture heads
• Successful nine year track record!
Timetable 8th to 14th July 2007
Research Projects at CfEL
Collaborative Research Projects:
•Role of Individuals
•Social networks
•Enterprisers
•Webcast
•Entrepreneurial process
of
innovation and venturing
•Development Centres
What to
each
How to teach
Entrepreneuria
l Skills and
Knowledge
Born or made
•Project with neuroscience
•Intuition
•Included in sample at ARC
• Analysis on Indivers’ entrepreneurial
companies and resources (EFER,
Netherlands)
• Centrality of Firm: Quantitative
Analysis (JBS)
•Open Innovation with Unilever &
Institute of Manufacturing
• Comparative analysis between
Cambridge and Arezzo
entrepreneurial clusters (University of
Siena and University of Florence,
Italy)
• Entrepreneurs - Born or Made (Prof
Barbara Sahakian )
Research into importance of Entrepreneur
Social Networks – and how they build them
– Myint and Vyakarnam
A significant feature of Cambridge cluster:
Highly Developed Social Networks of Entrepreneurs
“The majority of high technology companies that have
shaped the success of Cambridge cluster are
connected to a handful of serial entrepreneurs,
business angels and venture capitalists”
RealVNC
Virtual Network
Merged with
Andy Hopper
Level5Network
Computing
Globespan Andy Hopper
Steve Pope
Ubisense
Andy Hopper
Peter Warton
Andy Hopper
Cambridge
Andy Hopper
Andy Ward
Broadband
IPV (Telemedia Hermann Hauser Acquired by American
Pete
Acquired by AT &T Systems)
Andy Hopper
Microwave
Virata(ATML)
Steggles
Adaptive
Simon Elliott
David Cleevely
VBN
online
Splashpower
Lily Chang
James Hay
John Snyder
Webtop
Smartlogik
Acquired by Dialog
Broadband
TerraPrise
Amadeus Capital Partners
Hermann Hauser
Tensails
nCipher
Mike Muller
Richard Green
Alex van Someren
Andy Hopper
Acquired by
Tudor Brown
Acquired by
Nicko van Someren
Broadcom
ARM Jamie Urquhart
GE
ANT
Element
14
Icera
Acquired by
Richard Green Small
Alex van Someren
Olivetti
Stan Boland
Stan Boland
Authur Chance World
Nicko van Someren
Simon Knowles Simon Knowles
Dick Newell
Cambridge Interactive Systems
Part of DAKO
Olivetti
Research Lab
Dick Newell, Tom Sancha
Acorn
Charles Lang
Hermann
Shape Data
Peter Duffett-Smith
CAD Hauser
CPS
Cambridge
University
Muscat
John Snyder
Martin Porter
Enterprise
Accelerator
John Snyder
Cambridge
Adam Twiss
Zeus
Semiconductor
David Reeves
Technology
Gehan Amaratunga
Pilgrim Beart
Florin Udrea
ActiveRF
Adam Twiss
Bryan Amesbury
Antenova
Pilgrim Beart
IQ Bio
Diagnostics
Hermann Hauser, Chris Keightley
CDT
Richard Friend
Plastic Logic
1986-1990
David Cleevely
Cambridge
Hermann Hauser
Network
Alec Broers
1991-1995
Collin Ager
Garraint Davies
Innovia
Polight
Technologies
Stephen Elliott
Pavel Krecmer
1996-2000
Cambridge
3G
David Cleevely
M-Spatial
2001-2002 Adrian Cuthbert
Jon Billing
Figure 1 - The hi-tech start-ups associated with the Cambridge University
Acquired by
E* Trade
Richard Friend
Until 1985
ART
DakoCytomation Merged with
Cytomation Inc
Netchannel
Acquired by
Hermann Hauser
Hermann Hauser NTL
Top
Jack Lang
Jack Lang Electronic Share Jack Lang
express
Information
Laser-Scan Analysys
R. O. Frisch
David Cleevely
Daniel Hall
Saviso Group
Acquired by
Western
Multiplex
Hermann Hauser Corp
Acquired by
Becker
Underwood
Merlin Biosciences
William Bains
Chris
Arakis
Greg Winter
John Caldwell Iain Cubitt
Evans
Changed its name
Merged with
Pestex
Diversys
Andy
Amedis
to MicroBio Group
Xenova
Cyclacel Richards
RiboTargets
pharmaceutic
Group Ltd
Microscience
Vernalis
Merlin Venturesal
Simon Sturge
Ark Therapeutics
Chris Evans
Chris Evans
Iain Cubitt
Martin Davies
Acquired by
Vectura
Celsis
Axis Genetcs
Toad
Greg Winter
Chris Lowe
Prometic
ReNeuron Chris Evans
Cerebrus
BioRobotics
Daivd Chiswell
J. McCann
Biosciences
Biovex
ChiroTech
Chris Evans
CAT
Inc
Chris Evans
Cambridge
Chris Evans
Rapigene
Celltech
Alan Munro Sensors
Chris Lowe
Enviros
Smart
Enzymatix
Cantab
Merged by
Chris Evans
Chris Lowe
Holograms
Pharmaceuticals
Celltech
Chris Lowe
Ken Jones
Chiroscience
MRC LMB
Affinity chromatography
Group
Chris Evans
Genzyme
Chris Lowe
1960s
Purely
Daniel Roach
Alan Goodman
(UK) - AGC
David Bailey
LiDCO
Proteins
Alan Goodman
1985 1984
Philip Dean
Terry O’Brien
Alan
De Novo
Cambridge
CeNes
David Bailey
AdproTech
Alan Goodman Goodman
University
Alan
Peter Lachmann
CORE
ATM
Biotica Technology
Goodman
Until
1985
Alan
Peter Leadlay
Goodman
Kudos
Jim Staunton
Daniel Roach
Oxford
Pharmaceuticals
Alan Goodman
Alan Bimedica
. Mark Bodmer
Stephen Jackson
Hexagen
1986-1990
Acquired by Incyte
Peptide
Goodman
Avlar
Therapeutics
Metris
Lorantis
BioVentures
Alan Goodman
Mark Bodmer
Now Acambis
Therapeutics
1991-1995
Daniel Roach
Amura
Paradigm
Stephen Smith
Salix
Alan
Therapeutics
Steve Charnock-Jones
pharmaceutical
Holometrica
Mark Carlton
Goodman
Astex
Abcam Roger Millington
Solexa
Alan
Sense
Technology
Jonathan Milner 1996-2000
Shankar
Goodman
Proteomics
Tom Blundell
David Cleevely
Balasubramanian
Jonathan Blackburn
Jonathan Milner
Chris Abell
David Klenerman
David Cleevely
Harren
Jhoti
Paul Goldsmith
Akubio
Cambridge Theranostics
MC
Ivan Petyaev
Daniolabs
David Klenerman, Tony Minson
2001-2002
Figure 3 – The biotech start-ups from Cambridge University and other individuals
Entrepreneurial Overlap – “Joined Up Thinking and
Actions” – Coherence and Common Purpose
EDUCATION
&
RESEARCH
including Universities
INDUSTRY
&
BUSINESS
GOVERNMENT
National & Local
Building an Enterprise Society. Power of
Entrepreneurship, Innovation and NetworkingBuilding “bottom up”
National economy
Regional economic development
Sub-regional development
Building communities of
enterprise,social inclusion and
common purpose
The Cambridge Phenomenon – Fulfilling the
Potential – 2004 Report to Government
“Greater Cambridge is one of the most dynamic subregions within the UK Economy”
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GDP growth 6.5% p.a. ( UK 3.4%, USA 3.8%)
Employment Growth 5,000 p.a.(160,000 1971 – 2001)
3,500 High Technology businesses
50,000 High Technology jobs
80% Job Growth ( UK 16 % )
360,000 jobs in total
UK Exchequer tax take £5.5 billion
Export value - £2.8 billion
Gross Value Added - £12.2 billion ( 2001 )
The Greater Cambridge Partnership - GCP
Super Sub-region
One of Europe’s Innovation Capitals
•
•
•
•
•
•
University of Cambridge ranked No. 1 in Europe, No.4 in the world
International hub linked to finance and global markets
£12 billion+ economy; 750,000 people
1,500+ hi-tech companies; 250 biotech companies
30% of workforce employed in knowledge-based industries
European Union certified centre of excellence for innovation
and hi-tech business
• Where Entrepreneurship has driven positive development
The East of England Region
Map of Silicon Valley inset
Cambridge
source: Cambridge
2020 report - 1998
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Sources of Competitive Advantage
for Greater Cambridge – Entrepreneurial
Leadership – brought Positive Innovative Change
Capacity for innovation
Diverse science base and research infrastructure
Capability to diffuse knowledge and experience through
collective learning and networking systems
Leading to a functioning knowledge-based cluster
Entrepreneurial business community – enthusiastic to
participate in local, regional, national and international
programmes of innovation, change and new business
creation
Centre for Entrepreneurial Learning in Judge Business
School
Open Culture – Community Spirit +++++
An Enterprise Society of Common Purpose and Social
Inclusion – Entrepreneurial Integration and Leadership
But for the Future – Beware Arrogance – “Today’s
Peacock is Tomorrow’s Feather Duster”
In Pursuit of Excellence !
“Excellence can be achieved, if we:
Care more than others think is wise,
Risk more than others think is safe,
Dream more than others think is practical,
Expect more than others think is possible.”
Deborah Johnson-Ross
Maybe Entrepreneurs think this way?....
If Academics and Public Policy makers do too….we have a powerful
combination….which impacts upon Society and the whole Economy.
Thank you for your attention….
More on my website –
www.alanbarrell.com
E-mail – [email protected]
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Regional Innovation, Incubation and The University