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1. The ITESM Eco-system for E & I
Adapted: From formal Executive presentation in Jönköping 2010-09-07
Credits: Dr. Marcela Ramirez-Pasillas, ITESM Campus Querétaro, ITESM HQ Monterrey, ITESM Edomex
Copyright: ITESM HQ, Monterrey, Mexico (Material) & Hans Lundberg (Presentation)
Coimbra, Portugal, May 15, 2013
Hans Lundberg,
PhD in Entrepreneurship & Serial Social and Academic Entrepreneur
2. WHY RELEVANT?
MEXICO
• Total Area: 1,972,550 km2
• Population: 115,296,767
• GDP (PPP)
Per capita: $15,312
• GDP (Nominal)
Per capita: $10,247
= Strong Emerging Economy
UKRAINE
• TotalArea: 603,628 km2
• Population: 44,854,065
• GDP (PPP)
Per capita: $7,598
• GDP (Nominal)
Per capita: $3,971
= Potential Emerging Economy (in xx
years)
3. WHY RELEVANT?
MEXICO
• Have an EntrepreneurialVision
• Have oceans of domestic problems
but DONT over-focus them =
Entrepreneurial Orientation (EO)
• Understands at least partially the
crucial difference between E and I
UKRAINE
• Must develop an
EntrepreneurialVision
• Have oceans of domestic
problems and DO over-focus
them = Must work hard on
changing attitudes towards
EntrepreneurialOrientation
• Over-focus I - Do not know
about E
4. Traditional Management
focus on:
• Control & Discipline
• Uniformity & Conformity
• Efficiency & Effectiveness
• Contractual relationships
• Long-term planning
• Functionality
• Specialization
• Trying to create certainty
• Trying to clarify ambiguity
• Rules, Routines, Policies, Manuals, Standardization, …
• Avoiding/Minimizing risk
• Discouraging failure
• Seeing change as a threat
= Linear and sequential thinking and leading, over-emphasizing rationality, and
thinking this “is the superior way things should be done”
5. Entrepreneurial Management
focus on:
• Being opportunity driven
• Respecting and understanding processes of creativity
• Having a broad take on innovation and understands that innovation only is a (minor)
part of the Entrepreneurial Processs
• Balanced risk taking/Reasonable space for failure and experimentation
• See change as the constant, not as something between two constant conditions
• Motivate people to achieve and to excel – rewards and acknowledge it internally and
publically
• Create at a ‘can-do’ and ‘work-is-fun’ culture. Be genuine about it, otherwise you will
be seen as a manipulative and cliché-providing charmer/poser
• Create a culture where one gain from sharing information, knowledge and learning –
delegation, decentralizing, empowerment, self-government
• Encourage people to belong and to ‘own’ the organization
• Strong vision is essential
• Effective communication is vital
= Management with a ‘light touch’; high degree of autonomy (and equal amount of
responsibilities) – very low tolerance for misuse of such trust!
7. What is a business opportunity?
A gap in the market that creates a chance to do
something differently and better relative to how it
so far has been done
(“all these things seems possible to do”)
What is an innovation?
A way of doing something differently and
better relative to how it so far has been done (“of
all things possible to do, we will do this”)
Why is this distinction fundamental:Well, 98% of
start-ups fail to reach any size that matters…
8. 10 different types of innovations:
• New products
-Thousands…
• New services
-Thousands…
• New production techniques/philosophies
- JIT/TQM: 1980s, 1990s
- Kansei Engineering (Affective Design) commonly used in
Japan and Korea by many renowned companies, but rather
new in the west as of now.
• New operating practices
- Fast-food industries (Fordism applied to food)
- DHL/FedEx (etc.) (Completely different logistical chains)
- Dell (Pick & Choose computer parts)
9. • New ways of delivering/distribution
- IKEA (redefining customer relations)
- DHL (new global standards for ‘service’ and ‘delivery time’ via an
extraordinary sophisticated system for logistics founded on applied
mathematics
- Benetton (extreme market system integration in order to take “delayed
decisions”)
• New ways of informing/marketing
- Very rapid developments; ‘too innovative’? Customer adaption is
sometimes slower than the pace of innovation…
• New ways of managing internal/external relations
- Nordstrom (“We have 1 rule in this company; use
your judgment”) (internal)
- Chelsea FC/Manchester UTV (external)
• New ways of designing organizational relations/architecture
- Network´s/Cluster’s extra-organizational co-operation
- Strategic development of intra-organizational units
10 different types of innovations:
10. • New ways of improving society and people´s life
10 different types of innovations:
11. Last but not least, one of the most
important entrepreneurial capacities:
The combinatory capacity (= the unique bundle of innovations you
compete with)
-
New ways
to combine multiple innovations
For example, a new product developed by a newly designed
organizational unit that to some extent (relative to
mainstream operations within the firm) uses new methods for
marketing, distribution, etc.
10 different types of innovations:
12. How to build a national
educational standard and a
complete ecosystem for the
required broad take
entrepreneurship and innovation?
Benchmark Case: ITESM, Mexico
So:
13. • Privately founded in 1943
• Non-profit
• Independent
• Non-government operational
support
• 27 non-profit sponsoring
organizations
• 567 trustees
Tecnológico de Monterrey
(ITESM)
15. 22 liason office
París
Madrid
Barcelona
Dallas Washington
Boston
MontrealVancouver
Shanghai
FriburgoBruselas Beijing
Houston
Panamá
Miami
Medellín
Bogotá
Lima
Quito
Guayaquil
Buenos Aires
Rep. Dominicana
16. Students abroad 6,959
South America
North America
Europe
54%
8%
5%4.5%
28%
Africa
0.03%
Agreements with 312 universities
for faculty and student exchange
Asia
Oceania
17. Foreign students 4,529
North America
South America
Europe Asia
33%
35.5% 5%
2%24% 0.5%
Agreements with 312 universities
for faculty and student exchange
OceanIaAfrica
18. SACS Southern Association of Colleges and Schools
AACSB InternationalAssociation for Management Education
EFMD European Foundation for Management Education (EQUIS)
ABET Accreditation Board for Engineering andTechnology
AMFEM Asociación Mexicana de Escuelas de Medicina
IFT Institute of FoodTechnology
NHSA National High SchoolAssociation
CACEI Consejo de Acreditación de la Enseñanza de la Ingeniería
SECAI Sistemas de Evaluación de las Ingenierías
Accreditations
19. Mission 2015
• Monterrey Tech
educates persons
– With integrity, high ethical
standards and a humanistic and
social science perspective
– Internationally competitive in their
professional fields
– Citizens committed to their
communities well being
20. Challenges
• Generation of jobs (Incubators)
• Competitiveness of the country
based on the knowledge
economy: (Research Centers
andTechnology Parks)
• Sustainable social development
• The professionalization of
public administration and
analysis of the proposal for
public policies
22. •Accelerators: 14
•Incubators: 26
•Virtual incubators: 1
•Landing:32
•Risk capital groups: 10
•Technology Parks: 12
Tecnológico de Monterrey
6 Integrated Business Incubator Concepts
23. Tecnológico de Monterrey
Business accelerators
• Mexico city
• Querétaro
• State of Mexico
• Toluca
• Guadalajara
• Puebla
• San Luis Potosi
• Monterrey
Fast accelerating companies in process: 180
24. Direct jobs: 2,463
Current number of companies
incubating : 1,022
290
students
170
alumni
562
community
Tecnológico de Monterrey
Business incubator
33. Science & Technology
Parks in the World
USA (38%) Europe (38%) Asia (14%)
• Currently there are (probably) more than 500 STP:s in the world
• Over 60 % have been developed after 90´s
• Rest of the world 10%
• Good Sources:
http://www.iasp.ws (International Association of Science Parks)
http://www.unesco.org/new/en/natural-sciences/science-technology/
Source: Estimated numbers by IMF, 2008; IASP web page 2013
34. 1. LOCALIZATIONN
2. TECHNOLOGY FLOW
3. AIMED COMPANIES
4. ESPECIALIZATION
5. AIMED MARKETS
6. NETWORKING APPROACH
7. OWNERSHIP & GOVERNMENT
Basic Strategic Positioning
(Based on: International Association of Science Parks, IASP)
Urban Non- Urban
Knowledge source
(Science Park)
Market position
(technology Park)
Newly created firms Matured companies
Generalist Specialist
Domestic International
Strategic networking Occassional networking
Institutional Private
35. Parques Tecnológicos ITESM: Scale Matter!
Chihuahua
Parque de Innovación y
Transferencia de
Tecnología
7500 m2
Automotriz y TI
Monterrey
Centro de Innovación
y Diseño Estratégico
de Productos
9800 m2
Diseño Industrial y TI
Monterrey
Centro de Innovación y
Transferencia de Tecnología
6000 m2
Mecatrónica, Diseño
Industrial,
Telecomunicaciones y TI
Monterrey
Centro de Bioingeniería
8000 m2
Biotecnología
Querétaro
Parque Tecnológico
8500 m2
TI, Automotriz,
Aeroespacial, Energía
Renovable
Estado de México
Parque Tecnológico
1350 m2
Electrónica y TI
Guadalajara
Parque Científico y
Tecnológico
1200 m2
Diseño Digital y TI
Hermosillo
Sede Tecnológica
Automotriz y Aeroespacial
para el Desarrollo y la
Investigación de Sonora
3000 m2
Automotriz y Aeroespacial
Cuernavaca
Parque Tecnológico
3158 m2
Biotecnología,
Mecatrónica y TI
Puebla
Parque Tecnológico
4600 m2
Automotriz, Diseño
Digital y TI
36. CONTINUED…
Parque de
Innovación
Tecnológica de
CIBNOR
La Paz, BCS
Parque de Investigación
e Innovación
Tecnológica
Monterrey, NL
Parque Tecnológico
Tamaulipas
Cd. Victoria, Tam
Silicon Border
Science Park
Mexicali, BCN
Tecnoparque
Azcapotzalco
Edo. México
48. Levels 8 & 9 – Escuela de Graduados en
Administración (EGA) & International
Competitiveness Centre (CCI)
49. Landing examples
Queretaro
13 IT & electronic companies
2 Sustainable energy companies
3 Aero-spatial company
1 Automotive company
1 Engeneering company
2 Technology development centre
1 Technologic services company for manufacture companies
1 International organization
1 Representative company of IT Cluster (InteQsoft)
1 Public agency (Sofeq)
1 Association (Jóvenes Empresarios de Coparmex)
56. My Challenge to you:
You are a consortia with many Ukrainian leading
technology universities – we have 3 whole years
and 1,2 million euro to do the planning (TEMPUS)
--
How would you design your business model for the
Ukrainian version of the ITESM Eco-system for E
and I?
Good guide: European Investment Bank, 152 pages
guide for decision makers
57. Thanks!
For more on European Entrepreneurship Research:
The Entrepreneurship SIG of
European Academy of Management (EURAM)
http://www.euram2013.com/r/default.asp?iId=FHDGEI
