The document describes the innovation ecosystem that has developed around the University of Cambridge in the United Kingdom. It discusses how Cambridge has become a global leader in areas like scientific research, high-tech industry, and entrepreneurship due to factors such as its long history of academic excellence, partnerships between universities and businesses, support for technology transfer and commercialization, access to venture capital and incubation spaces, and large numbers of international companies engaging in open innovation. The dense networks and infrastructure that have been built up over centuries have created a highly conducive environment for innovation.
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Iniciativa Internacional Cambridge-CONACYT
1. IniciativaInternacional Cambridge-CONACYT: Academia, transferencia de tecnología y capital humanotecnoemprendedor 7 Enero 2010 2º Foro de Innovación para la Competitividad en México: Transformando la economía mexicana en una economía de innovación y conocimiento. Dr Jose Bernardo Rosas Fernandez William Gates Building 15 JJ ThomsonAvenue University of Cambridge jbr28@cam.ac.uk
2. Technopole Map Consultants (technology) Network Organisations Inside and outside the University Businesses as employers Conferences each year Venture capital Business Angels Events All year round Incubation Centres Multidisciplinary research Science Parks CIKC Government funded Support agencies Policy making in local government Cambridge Enterprise CfEL IfM Academic Departments University Departments
8. Emergence of a technopole http://www.ifm.eng.cam.ac.uk/ctm/teg/documents/CambridgeTechnopole2008_000.pdf
9. Soft infrastructure Legal and regulatory of the University Intellectual Prop. policy Human Resources policy Tech transfer; consulting contracts; Contracts with companies; licencing Education and training Student societies Networks MIT-Camb Institute Cambridgenetwork Business Angel groups
10. Lakshmi Saraswati Reconcile values At ease with differences and similarities Academic excellence is at the heart... Managed through being open and transparent Benefits of networks - Relational and structural social capital Trust, friendships Wanting to be part of this “club” Role model effects All through time and cultures – the pursuit of intellect has been held separately from the pursuit of wealth
11. Hard infrastructure Grants – proof of concept funding Access to venture capital Incubation spaces Science parks and industrial spaces
12. Build an ecosystem Trust and openness Feel good, positive, open minds Easier to learn Risk tolerance – defining this – push your boundaries Skills, behaviours, emotions Networks
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14. Relying solely on internal resources for new product development can be a recipe for disaster
15. Philips, Intel, Xerox have pioneered a new Open Innovation approach based on inflows and outflows of knowledge to and from external organisations. This is becoming widespread
16. The level of scientific and technical know-how floating around Cambridge has attracted large corporations from all over the world
24. 12 Other diversification Ecosystem Spun-out Invested Professor Andy Hopper Owned & Funded Sponsor Spun-out Part funded ORL / ATT Half funded Spun-out Bought & Funded Sold Descendants Cantego
25. RealVNC Virtual Network Computing Merged with Globespan Andy Hopper Steve Pope Andy Hopper Peter Warton Level5Network Andy Hopper Ubisense Cambridge Broadband Andy Hopper Andy Ward Pete Steggles Andy Hopper Acquired by Western Multiplex Corp IPV (Telemedia Systems) Hermann Hauser Andy Hopper Acquired by American Microwave Acquired by AT &T Virata(ATML) Adaptive Broadband Simon Elliott David Cleevely Hermann Hauser TerraPrise Amadeus Capital Partners VBN online Olivetti Research Lab Hermann Hauser Mike Muller Tudor Brown Jamie Urquhart nCipher Tensails Alex van Someren Nicko van Someren Richard Green Splashpower Andy Hopper Acquired by Broadcom Acquired by GE ARM Lily Chang James Hay ANT Element 14 Icera Acquired by Olivetti Alex van Someren Nicko van Someren Small World Richard Green Authur Chance Dick Newell Stan Boland Simon Knowles Stan Boland Simon Knowles Part of DAKO Diagnostics Cambridge Interactive Systems DakoCytomation - Merged with Cytomation Inc John Snyder Dick Newell, Tom Sancha Acorn Webtop Shape Data Hermann Hauser, Chris Keightley Charles Lang Hermann Hauser IQ Bio Peter Duffett-Smith Netchannel Smartlogik Acquired by Dialog CAD Acquired by NTL CPS Hermann Hauser Jack Lang Hermann Hauser Jack Lang Cambridge University Top express Electronic Share Information Jack Lang Acquired by E* Trade CDT Analysys Muscat Laser-Scan John Snyder Martin Porter R. O. Frisch Richard Friend David Cleevely Enterprise Accelerator Until 1985 John Snyder 1986-1990 Richard Friend Cambridge Semiconductor Adam Twiss David Reeves Plastic Logic Zeus Technology Gehan Amaratunga Florin Udrea Pilgrim Beart David Cleevely Hermann Hauser Alec Broers 1991-1995 Cambridge Network ART ActiveRF Daniel Hall Collin Ager Garraint Davies Antenova Saviso Group Innovia Cambridge 3G Polight Technologies Pilgrim Beart Adam Twiss Bryan Amesbury 1996-2000 David Cleevely Stephen Elliott Pavel Krecmer M-Spatial Adrian Cuthbert Jon Billing 2001-2002
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27. GBP 125 M invested in 2005 GBP 1M of value generated in the last 18 month for shareholders and management teams through floatations, mergers and acquisitions (source: Library House)
28. Cambridge + Oxford + Thames Valley = 50% of 2006 VC investment in the UK = 18% of total 2006 VC investment in EU (Euro4.1bn)
31. The University of Cambridge Discovery FundSupporting the 800th Anniversary Campaign – Our Freedom to Discover
32. Value to the Stakeholders In addition to delivering on mission there are... knowledge and technology transfer transaction related financial returns
33. RESPONSIVE MODE RESEARCH LINK/DTI CHALLENGE PROJECTS IKC – allows EPSRC funding to extend towards exploitation CIKC Strategic Proposition (re: public funded academic research) Targeted Research Pre-prototype Development Fundamental Research Market Success Pilot Manufacturing Top-level Road-mapping Transfer to Full Production Competitive Analysis Value Chain Analysis Partnering/ Business Derisking
36. Technopole Map of Greater Cambridge Consultants (technology) Network Organisations Inside and outside the University Businesses as employers MUCHAS GRACIAS Preguntas, discusiones, etc.. Son bienvenidas Conferences each year Venture capital Business Angels Events All year round Incubation Centres Multidisciplinary research Science Parks CIKC Government funded Support agencies Policy making in local government Cambridge Enterprise CfEL IfM Academic Departments University Departments
Editor's Notes
There are organisations, events, processes all connected like a metro. The linkages flow from one to the other – but it is not always clear.For more detailed information about each of the institutions – we need to look at Cambridge Technopole report (see website)While you make the links across the institutions I suggest you talk more about the way that multidisciplinary work is done in Cambridge – leading to work that can be commercialised.. Use your experience to describe CIKC....
These three elements are at the heart of the portfolio of what happens around Cambridge.There is a community of support agencies – see slide 6 (next one) to understand how there is now a portfolio of support agencies in and around Cambridge...And they have collaborative spirit, mechanisms, largely because people know each other socially and due to work relationshipsAnd because they are individual organisations based on a variety of funding sources there is also a somewhat chaotic environment in which all the agencies operate – as in the next slide
This is probably the bit everyone wants to have as an explanation – It is easier to deal with than the soft issuesSo – there iare sources of grant funding that come from the regional government agency; from central government grants that are routed via the university.Cambridge Enterprise has built solid links with the VC community so that it is possible to direct the researchers with new companies towards VCs –but this is not always a happy storyThere was only one science park to begin with now there are a dozen – scattered all round Cambrige. These are run on commericla rental values – but are designed to MINIMISE bureaucracy – so tenants can go in and out easilyt, can grow, etc,mThere is a certain level of space for growth of the technical aspects but when companies need to grow the commercial aspects of business they tend to be either sold to US firms or have an office in or near London and elsewhere – so Cambridge remains largely a technology centre of excellence