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www.abudhabichamber.ae
Policy Brief
Reference Guide for FosteringEntrepreneurship in Abu Dhabi
February 2016Issue 03-29012016
In association with
www.ihs.com
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Reference Guide for Fostering Entrepreneurship in Abu Dhabi
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Policy Brief
ContentsContext and importance of the problem 3
Critique of policy options 9
Policy recommendations 10
Cover image: IHS
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Abu Dhabi Chamber of Commerce & Industry,
P.O. Box 662, Abu Dhabi, U.A.E.
Ohan S Balian, Ph.D.
Chief Economist – Abu Dhabi Chamber
of Commerce & Industry
www.abudhabichamber.ae
+971 2 617 7470
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Executive summaryEntrepreneurship and diversication of the
economy are two sides of the same coin. Thriving
entrepreneurs are essential for Abu Dhabi’s growth
outlook and welfare. Abu Dhabi leaders have
recognized this link and embarked on a broad range
of initiatives to develop and foster entrepreneurship.
Entrepreneurial culture is characterized by a
multitude of factors, although not all are developed
with similar quality and quantity. A survey by the
Global Entrepreneurship and Development Institute
(GEDI)—based on data from the United Arab
Emirates—reveals that the local entrepreneurial
culture is on par with most European nations, but it
is far from reaching world leaders such as the United
States, Canada, and Australia, and uneven results
for key characteristics signal room for improvement.
The most important bottlenecks that slow down
development for Abu Dhabi’s entrepreneurs are
relatively weak technology absorption, start-up skills,
and risk acceptance by the society. According to the
GEDI survey, policy measures to mend bottlenecks
are essential for the further improvement of Abu
Dhabi’s entrepreneurial culture.
Context and importance of theproblemEntrepreneurs are the heroes of the modern market
economy. Policymakers around the world court
them, prestigious prizes are awarded to successful
entrepreneurs, and policy strategies are devised to
lure them and facilitate their business.
Joseph Alois Schumpeter, the Austrian-born
Harvard economist, regarded “entrepreneurs
as individuals who exploit market opportunity
through technical and/or organizational innovation.”
Peter Drucker, the late American management
guru/economist, also Austrian-born, said
“entrepreneurship is about taking risks.” Successful
policies are about enabling entrepreneurs to grab
opportunities and take risks.
For Abu Dhabi, like any other country, a thriving
entrepreneurial culture is essential. Fortunately,
Abu Dhabi has already been a leader among Gulf
Cooperation Council (GCC) countries in this respect.
Entrepreneurial culture and values have become
recurring themes for the political process, business
institutions, academia, and other educational
institutes. Abu Dhabi University launched an
innovation and entrepreneurship center in 2010.
Fostering entrepreneurship is a key condition
for a vibrant, fast-growing, and high-income
economy. Diversication, shrinking dependence on
hydrocarbon resources, and sustained long-term
economic growth are hardly possible without a
2015was branded as the Year of Innovation in the UAE
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Policy Brief
thriving entrepreneurial culture.
The United Arab Emirates (UAE) government hasrecognized the importance of entrepreneurship
and has been actively promoting entrepreneurial
initiatives. The Khalifa Fund is a key source of
funding for start-ups, while institutions like the Abu
Dhabi Chamber of Commerce and Industry have
played a pivotal role from the private sector. The year
2015 was branded as the Year of Innovation in the
UAE, kicking off many related activities and events.
Administrative hurdles to set up a business are
low in the UAE. According to the World Bank’s
“Doing Business in the Arab World 2014,” the
UAE performed quite well on that count: average
registration time is just eight days for a business.
Costs for these procedures equal 6.4% of income
per capita, which is competitive compared with
European countries. Paid-in minimum capital
was abolished in 2010. This released liquidity
for growing a business, but also reduced safety
cushions for tougher times.
Facilitating the formation of high-growth start-
ups also calls for reliable contract enforcement
schemes and solid procedures for resolving
insolvency. The UAE could improve in those
categories. UAE ranks 96th for investor protection
in the World Bank survey listing (e.g. Saudi Arabia
ranks 22), 100th in enforcing contracts, and 101st in
resolving insolvency.
The actual performance of entrepreneurs in
contemporary Abu Dhabi is difcult to assess,
though. There is simply a lack of hard data. Data
from the Statistics Center-Abu Dhabi (SCAD)
for small and medium-sized enterprises (SME)provide only a crude proxy for start-ups and their
performance. (see charts 1 and 2)
SME apparently play a more modest role for the
economy of Abu Dhabi when compared with their
counterparts in Western market economies. Micro,
small, and medium-sized enterprises accounted
for slightly less than a quarter of all employees in
Abu Dhabi in 2013, according to SCAD. In terms
of production and gross value added, the share iseven lower, just above 10%.
For a typical Western market economy, the
employment share is around 50–60%. Part of the
discrepancy is down to different statistics, because
SCAD has a much narrower denition of SME than
the Organisation for Economic Co-operation and
Development (OECD). Excluding medium-sized
enterprises, OECD data are better comparable, but
this still leaves a gap of around 10% for the SME
share between Abu Dhabi and a typical Western
market economy. In the case of Germany, micro
and small enterprises alone account for around
40% of employment.
Still, Abu Dhabi’s track record of SME development
is impressive, especially when taking the legacy
of the hydrocarbon dependency into account. For
entrepreneurs, the playing eld has rough patches,
though. There is room for improvement in several
policy areas critical for entrepreneurial ideas. Howcan Abu Dhabi’s entrepreneurial playing eld and
related policies be measured and evaluated, though?
The Global Entrepreneurship Index, or GEI,
developed by the GEDI in Washington D.C., is
generally accepted as an analytical system for
the fertility of an economy toward entrepreneurial
activities. GEI denes so-called entrepreneurial
ecosystems, for which measurable, specic
characteristics are dened. The GEI does not have
data for Abu Dhabi alone, but published survey
results for the UAE may serve as a good proxy.
(see table 1)
8is the average number of days taken to
register a business in the UAE
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Chart 1: Distribution of employees by firm size and sector 2013 in %
Source: SCAD
4%
Micro enterprises
10.5%
Small enterprises
9.5%
Medium enterprises
75%
Large enterprises
A 14.2%
B 5.9%
C 43.7%
F 17.1%
G 19.1%
A Manufacturing
B Construction
C Wholesale and retail trade
D Administrative service and support
E Accommodation and food service
F Other services
G Other activities
G 26.1%
C
F
G A
B
A 13.7%
B 15.5%
C 39.3%
G 31.5%
C
GA
B
A 13.0%
B 18.5%
C 44.1%
G 24.4%
C
G A
B
A 9.9%
B 47.5%
D 9.6%
E 6.9%
B
D
E
GA
Industry key
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Policy Brief
Chart 2: Distribution of GDP by firm size and sector 2013 in %
Source: SCAD
0.7%
Micro enterprises
2.6%
Small enterprises
6.9%
Medium enterprises
89.8%
Large enterprises
C 42.4%
E 10.9%
F 10.4%
G 7.9%
H 28.4% H 30.0%
A Mining & quarrying
B Construction
C Wholesale and retail trade
D Financial and insurance
E Real estate
F Professional, scientific and technical
G Other services
H Other activities
B 9.6%
C 38.5%
E 9.6%
F 12.3%
C
C
EF
H
B
EF
G
H
A 50.8%
C 18.6%
D 5.3%
H 25.3%
A 60.0%
B 10.0%
D 6.4%
H 23.6%
E
Industry key
A A
BC
D D
H H
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The UAE currently ranks 19th in the overall world
GEI table. With that, the UAE leads the GCC and
in fact the entire Middle East region. The UAE is
still a good deal behind world leaders such as theUnited States, Canada, Australia, and Denmark, but
scores similar to most European countries. This is a
remarkable and commendable result.
The breakdown into key entrepreneurial
characteristics reveals an uneven picture, though.
The GEI is based on 14 individual characteristics,
which are tied to the entrepreneurial aspirations,
entrepreneurial attitude, and entrepreneurial ability
of a society. (see chart 3)
Chart 4 shows these 14 characteristics and their
values for the UAE. The chart displays how close
a country scores relative to the international
benchmark. The closer a value is to the center, the
further away it is from the benchmark.
The GEI results signal that the UAE has a high
level of entrepreneurial aspirations in the economy,
such as early-stage innovation by entrepreneurs,
penetration of foreign markets, rapid accumulation
of staff, and availability of venture capital. The
results signal that both hiring of new personnel and
the availability of risk capital for entrepreneurs is at
or close to the international benchmark.
However, the UAE is lagging behind the international
benchmark with regard to most categories for
entrepreneurial attitude and ability. Technology
absorption, recognizing start-up opportunities, and
competition issues have a comparably low score
Table 1
Country GEI GEI rank
United States 86.2 1
Canada 79.5 2
Australia 78.0 3
Denmark 76.0 4
Sweden 75.9 5
Taiwan 69.7 6
Iceland 68.9 7
Switzerland 67.8 8
United Kingdom 67.7 9France 66.4 10
Singapore 66.0 11
Ireland 65.6 12
Netherlands 65.4 13
Germany 64.6 14
Austria 62.9 15
Chile 62.1 16
Belgium 62.1 17
Finland 61.8 18
United Arab Emirates 61.4 19
Norway 61.1 20
Israel 57.4 21
Estonia 57.3 22
Luxembourg 57.2 23
Qatar 56.7 24
Lithuania 54.8 25
Source: GEDI 2016 © 2016 IHS
19this where the UAE currently rank in the Global
Entrepreneurship Index
AspirationsProduct innovation, process
innovation, high growth,internationalization, risk capital
AbilitiesOpportunity start-up, technologyabsorption, human capital, competition
Attitudes
Opportunity perception, start-up skills,risk acceptance, networking, cultural
support
Source: GEDI 2016
Chart 3: Categorizing characteristicsof entrepreneurial systems
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Policy Brief
to the international benchmark regarding abilities,
whereas the availability of human capital is a strong
positive for the UAE.
Attitudes are slow to develop with respect
to spotting and, in particular, thriving on
entrepreneurial opportunities; risk acceptance, often
correlated with the acceptance of a society toward
failure as well as legal and contractual procedures
for bankruptcies, is also perceived as subpar to
the benchmark. Networking and cultural support,
reecting the emergence of networking events in the
recent past, are comparably strong. (see chart 4)
Chart 4: Pillar-level comparison of UAE's entrepreneurial ecosystem
0.2
0.4
0.6
0.8
1.0
A
B
C
D
E
F
G
H
I
J
K
L
M
N
Chart key
▬ United Arab Emirates
▬ United States
▬ Denmark
▬ Singapore
A Opportunity perception
B Startup skills
C Risk acceptance
D Networking
E Cultural support
F Opportunity startup
G Technology absorption
H Human capital
I Competition
J Product innovation
K Process innovation
L High growth
M Internationalization
N Risk capital
Source: GEDI 2016
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The philosophy behind the GEI concept and relatedresearch by the GEDI team suggest that the best
ecosystem for entrepreneurs is one with even
pillars, a well-balanced system of components.
Therefore, an ecosystem with some highly developed
characteristics but low scores on others might be
inferior to a system that is more evenly balanced,
albeit without high marks for selected characteristics.
This matters for choosing the right policy strategy.
Critique of policy optionsThe overall objective for policymakers is to optimizethe entrepreneurial ecosystem. Based on the GEI
philosophy, this basically means picking measures
to better balance the pillars of the entrepreneurial
ecosystem and eliminate critical bottlenecks.
The GEI system is able to signal how critical a
bottleneck currently is. Chart 5 quanties that
bottleneck, the lag between the UAE and the
desired index level of a component, and how
quickly an improvement of the overall GEI score
can be achieved. In technical terms, the chart
describes how much more effort policymakers must
direct toward specic components of the start-up
ecosystem to trigger an increase of the overall GEI
score by 10 points.
For example, the chart signals that an increase of
27% of resources on the technology absorption pillar
will lead to an increase of the overall GEI score by
10 points. Of course, this system simplies matters,
and reality is much more complex. However, it
gives a good indication of where to look for critical
bottlenecks and how to target entrepreneurial policystrategies.
Chart 5 shows that, for the case of the UAE, the
most important bottlenecks to tackle are technology
absorption, start-up skills, and risk acceptance.
Process innovation and competition follow with less
critical catch-up potential. All other pillars are already
well-developed and deserve less policy attention.
Technology absorption tries to capture the extent to
which an economy’s businesses keep up with the
modern knowledge economy and information and
communication technologies, reected by the number
of businesses in technology sectors, and a country’s
capacity for rm-level technology absorption.
Chart 5: Critical bottlenecks and policy impact
Source: GEDI 2016
Technology absorption►
Start-up skills►
Risk acceptance►
Process innovation►
Competition►
Opportunity start-up►
Opportunity perception►
Internationalization ►
Networking►
Cultural support►
Product innovation►
Risk capital►
Human capital►
High growth►
0.36
0.36
0.40
0.46
0.53
0.63
0.66
0.74
0.76
0.79
0.87
0.991.00
1.00
27%
27%
23%
16%
6%
0%
0%
0%
0%
0%
0%
0%0%
0%
Pillar scores from worst to best Percentage of total new effort for a 10 point improvement in GEI score
Evenly balanced is better than high marks for some
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Reference Guide for Fostering Entrepreneurship in Abu Dhabi
Start-up skills of an entrepreneur are crucial for
creating sustainable, potentially fast-growing, and
technology-driven rms.
Risk acceptance is not only represented by the
individual’s aversion to set up high-risk start-ups,but also by the institutional settings of availability
and reliability of corporate nancial information,
legal protection of creditors, and institutional support
of intercompany transactions.
A less urgent but by no means less important
bottleneck are process innovations, i.e. applying
and/or creating new technologies. Future elds for
start-up policy measures may be opportunity start-
ups whose entrepreneurs are believed to be better
prepared, to have superior skills, and to earn more;
and opportunity perception alluding to the share of
a population that can identify good opportunities to
start a business, the size of a country’s domestic
market, and the level of urbanization.
Policy recommendations According to the GEI, the following policy
recommendations can be distilled:
Policy measures should involve education. Tertiaryeducation is particularly important as it determines
a person’s specialization and professional
orientation. It affects the individual dimensions
of technology absorption, start-up skills, process
innovation, and start-up and opportunity
perceptions. In a way, this actually conrms that
Abu Dhabi is already on the right track.
Further policy actions may focus on legal rules and
regulations, and if necessary, amend them in a way
to foster well-functioning inter-rm and investor-
rm relations and thereby favor a dynamic start-up
ecosystem.
Procedures for resolving insolvency are importantfor the personal risk of the entrepreneur when
the venture turns out to be less successful. They
are equally crucial for investors. However, in the
UAE, the efciency is relatively low as insolvency
proceedings take on average 3.2 years, which
is almost double the average of the OECD high-
income countries. That can still be improved.
Improving these regulations will strengthen
the position of an entrepreneur, balance thecomponents of the entrepreneurial ecosystem, and
thereby boost entrepreneurial activities. Flanking
major efforts in tertiary education could create a
start-up climate in the UAE that has the potential to
shift entrepreneurial activities to innovative high-
growth elds.
Sources consulted orrecommended• Ács, Z.J., Szerb, L., Autio, E., 2015, The Global
Entrepreneurship Index 2016, The Global
Entrepreneurship and Development Institute,
Washington D.C.
• Doing Business 2016, “Measuring Regulatory
Quality and Efciency,” World Bank.
• Doing Business, “Doing Business in the Arab
World 2014,” World Bank.
• Eroğlu, O., M. Piçak, “Entrepreneurship, National
Culture and Turkey,” International Journal of
Business and Social Science Vol. 2 No. 16;
September 2011.• Singer, S., J.E. Amoros, D. Moska, “Global
Entrepreneurship Monitor: 2014 Global Report,”
Global Entrepreneurship Research Association
(GERA).
Process innovations capabilities are an importantbottleneck too
Policy Brief
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المخطط :5العقبات الحرجة وت ثیر السیاسة
2016 (GEDI) المصدر: المعھد العالمي لریادة األعمال والتنمیة
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لألفضل النشبة المئویة إلجمالي الجھود الجدیدة لإلحداث تحسین في درجة مؤشر ریادة األعمال العالمي بمقدار 10نقادرجات الركیزة من األسو
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في بوظبي
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في بوظبي
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مخص لسي سة
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[email protected]+49 (0)69 20973 218
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Ohan S Balian, Ph.D.
Chief Economist – Abu Dhabi Chamber
of Commerce & Industry
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مخص لسي سة
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دل
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