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Regional Innovation, Incubation and Regional Innovation, Incubation and The UniversityThe University
Entrepreneurial Leadership and The Cambridge Model
““The Cambridge Phenomenon”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
QuestionQuestion - 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 BoomBoom ….not Gloom….many successful businesses startedstarted 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 lotslots of changes….its not just the finances….and
some changes are permanent
The Changing Horizon
EnvironmentIssues
The death ofdeference
New employmentpatterns
Organisations
Globalisation
Technology
Sources of Competitiveness
Creativity Risk
Speed Reputation
Cost Values
Learning Information
Changes in Industrial Structure - UK% of Total Employment - UK Government Foresight Report 2001
0
10
20
30
40
50
60
70
80
90
100
1971 1981 1991 2001 2011
Manufacturing
All Services
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 RegionCambridge and the Eastern Region
Traditional IndustriesTraditional Industries
•Agriculture and FoodAgriculture and Food
•FishingFishing
•Leather goods - FootwearLeather goods - Footwear
•Wool and TextilesWool and Textiles
•7.5 million people7.5 million people
•One of UKs fastest growingOne of UKs fastest growing
•Region governed by EEDA – East of Region governed by EEDA – East of England Development Agency 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
Ramsey Chatteris Littleport
Mildenhall
Bury St Edmunds
Haverhill
Saffron WaldenRoyston
St Neots
Huntingdon
HUNTINGDONSHIRE
SOUTH CAMBRIDGESHIRE
CAMBRIDGE
NORTH HERTFORDSHIRE(PART)
ST EDMUNDSBURY(PART)
FOREST HEATH(PART)
EAST CAMBRIDGESHIRE
FENLAND(PART)A
1(M)
A14
M1
1A14
A10
A14
A11
A11
A10
UTTLESFORD(PART)
A10
A1
Greater Cambridge Partnership Area ( GCP) – one of nine “Sub-regional Development Partnerships”
in the EEDA – East of England Development Agency Region
2002 GC EstimatesPopulation: 750,000
Jobs: 359,000GVA: £12.2bn
Building an Enterprise Society. Power of Entrepreneurship, Innovation and Networking
Building communities of enterprise,social inclusion and
common purpose
Sub-regional development
Regional economic development
National economy
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….Entrepreneurship….
And about Creativity,Creativity, Innovation, Innovation, Discovery Culture, and Mindset – Discovery Culture, and Mindset – Historical Perspectives…and TimingHistorical Perspectives…and Timing
Jules Verne – “There is nothing more “There is nothing more powerful than an idea whose time has powerful than an idea whose time has come”….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
“You look at things and ask - why?
but I dream of things that never
were and ask -
George Bernard Shaw
why not?”
So - thinking of Imagination….What’s different about EntrepreneursEntrepreneurs ? ?
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 Is The Cambridge Phenomenon an Example of a Example of a “Mini-Schumpeter “Mini-Schumpeter Gale of Creative Destruction?”Gale of Creative Destruction?”
Entrepreneurship – The bigger picture….Leading Social Change
(Prof Shai Vyakarnam – Cambridge 2008)
Berlin WallHasselhof China
India MigrationsWithin and intoEurope
SingleEconomic system
Completely new marketsIs there a shift in
economic centre of gravity?
Add the Impact and Timing of the Continuous Technology Revolution….
Compared to an average DAY in 2003….
All international phone calls1971
All airline passengers1975
All mobile phones 1984
All emails 1992
All SMS1998
Source: Analysys, World Bank and ITU
Three Converging RevolutionsThree Pervasive Technology Platforms
BIO TECHPharmaceuticals
DiagnosticsResearch/Info
ToolsIndustrial
GenomicsBioinformatics
Proteomics
INFO TECHHardwareSoftware
Communications
NANO TECHElectricalStructural
BiomedicalEnergy & Environment
BiosensorsBiochipsBioelectronics
MicrofluidicsNanobiotechnology
Drug Delivery
NanodevicesNanosensors
Nanoelectronics
• 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
1960 – The “Columbus Spirit” hits Cambridge – and a Cluster emerges
The TechnologyPartnership
Scientific G enerics Sym bionics Team C onsulting P lextek
P .A. Technology
C am bridge C onsultants Ltd(1960)
C am bridge U niversity
From 1960 – Birth of the Worlds largest Industrial Ink Jet Cluster
Elmjet Ltd
1986
LinxPrinting
Technologies1986
Support to Imaje (France) formed 1979
XaarPrinting
Technologies1990
Cambridge Consultants Ltdspin-out 1960
Cambridge University
Domino Printing Sciences
1978
WillettInternational
Ltd1983
INCA Ltd
2000
• 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!
CCL 1960
Until 1985
1986-1990
1991-1995
1996-2000
2001-2002
PA1970
Gordon Edge
Collin SmithersPlextek
Scientific Generics
Gordon Edge, Bob Pettigrew
Pivotal Resources
Absolute Sensors
Sensopad Technologies
ImergeSphere Medical
3D Molecular Sciences
IonicaQuantumBEAM
Gordon Edge, Bob Pettigrew, Alan Green
Adaptive ScreeningFlying Null
Diomed Tony Raven
Sentec
Ubinetics
Andrew Dames
Andrew Dames
Acquired by Synaptics
Smartbead Technologies
PolatisHolotag
Caroline Garey
Andrew Dames
PreludeRobert Hook
Xaar
David PatonMike WillisSteve Temple
Mike Willis
Aphamosaic
Cambridge Silicon Radio
Cyan Technology
Pelikon
Roundpoint
INCA Digital Printers
ELMJET
Domino
DCS Cambridge Mass
Spectrometry
Bill BaxterWill EvePaul AnsonMike Payne
Graham MartinColin GrayWill Eve
Acquired by Videojet
Technologies
Graeme MintoDavid Paton
Xennia TechnologiesAlan Hudd
Transversal
David YipDavid McKay
Barrie GriffithsSteve Mullock Kore
Technology
Yuno Ltd
Steve BarlowRobert SwannPhil O’ Donovan
James CollierGlenn Collinson
Chris Davies
Acquired by Elumin founded by Dr. Hans Wagner
David Bending
Symbionics
Ali Pourtaheri
Dennis Fielder
Acquired by Cadence
Tality
Fen Technology
TTP
Gerald Avison
Adrian Lucas
Mark HowardRichard Doyle
Stuart Hendry Gavin Troughton
Elizabeth HillMark Tracy
Nigel Playford
WavedriverAcquired by PowerGen
TTP Ventures
TTP LabTechCreativity
Partnership
Acumen Bioscience
ip.access
Myriad
Acquired by Mettler-Toledo
Automation Partnership
Demerged from TTP Group
TTPCom
Chris FryerChris
Barnardo
Mike Storey
Cambridge Physical Sciences
Roger Millar
Signal Process Ltd
Robin Smith-Saville
VividStephen Eason
Acquired by Vetura
Radiant Networks
Mike Crossfield
Tony Milbourn
Tim Eiloart
Ross Green, Mike Kellaway
Richard Archer
John Cassells
Richard PhilpottJohn Cassells
David Cornell
Anne Miller
Figure 2 – The hi-tech start-ups spawned from the Cambridge ConsultantsTin Bustin, Ciaran McAleer
The emergence of high-technology clusters in Greater Cambridge
1971 1981 1991 2001 The future?
ScientificInstruments
Nanomaterials
Drugs delivery
Sensors/actuators
Informatics
Instrumentation
Medical engineering
LEPs
Drug modelling
Bluetooth
Sentient computing
Telecoms
Industrial inkjet
Biosciences
Computing
Software
ScientificInstruments
Wirelesscommunications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
ScientificInstruments
Hi-tech 20,200 25,100 34,900 46,200jobs:
Computing
Software
ScientificInstruments
Industrial inkjet
1971 1981 1991 2001 The future?
ScientificInstruments
Nanomaterials
Drugs delivery
Sensors/actuators
Informatics
Instrumentation
Medical engineering
LEPs
Drug modelling
Bluetooth
Sentient computing
Telecoms
Industrial inkjet
Biosciences
Computing
Software
ScientificInstruments
Telecoms
Industrial inkjet
Biosciences
Computing
Software
ScientificInstruments
Wirelesscommunications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
ScientificInstruments
Wirelesscommunications
Telecoms
Industrial inkjet
Computing
Biosciences
Software
ScientificInstruments
Hi-tech 20,200 25,100 34,900 46,200jobs:
Computing
Software
ScientificInstruments
Industrial inkjet
Computing
Software
ScientificInstruments
Industrial inkjet
50,000
Cambridge University
1960
1970
MRC Laboratory
of Molecular Biology
CADCentre
Sinclair Radionics
CCL
Barclays Bank
1980
Cambridge Interactive
System
Cambridge Science Park
Acorn
PA Technology
Eicon Research
Ltd
Sinclair Research Ltd
1990
Analysys
Olivetti Research Laboratory
(acquired by AT&T in 1999) Judge Institute of
Management Studies
St. John Innovation
Centre
Scientific Generics
The Technology Partnership
TTP
Cambridge Research and Innovation Ltd (CRIL)
Institute of Biotechnolog
y
Cantab Pharmaceuticals
Hitachi Cambridge Laboratory
Nickerson Biotech
Laboratory
Glaxo
2000
Toshiba Cambridge Research
Laboratory
Seiko Epson Research
Lab
Unilever Cambridge Centre for Molecular
InformaticsCambridge
Network
Institute of Manufacturing
Amadeus Capital Partners
TTP Ventures
Entropic Research Laboratory (acquired by Microsoft in 1999)
Glaxo Institute of Applied
Pharmacology
BP
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
Characteristics for High Technology Regions
As we get momentummomentum - Overlapping Technologies support Overlapping Business
Clusters
HEALTH
KNOWLEDGE CREATION
INFORMATION and COMMUNICATIONS
TECHNOLOGY
Basic Research
Sound & vision
Bio-pharmaceuticalsComputing
Publishing
Medicalservices
Bio-informatics
Medical devices and scientific instruments
University/ Research Institutes
Inkjet printing
Wireless
Telecoms
Networking
Technology ConsultingMedicalresearch
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
TechnologyCustomer
need
Innovative service
company
Completing the Jigsaw – Service Delivery Innovation
TechnologyCustomer
need
Innovative service
company
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 $$$$!”- The Funding Challenge
Maturity
Risk
“Our Money”“Our Money”
Family and Friends and FoolsFamily and Friends and Fools
Business AngelsBusiness Angels
Early Stage VCEarly Stage VC
Expansion CapitalExpansion Capital
B
A
N
K
F
I
N
A
N
C
E
??
Seed FundsSeed Funds
Pre-IPOPre-IPO
Thinking Of Angels! – How did Business Angels get that name ?
“Syndication Nodes” and Business Angels – Connecting in and from Cambridge
Cambridge has four active Angel Groups – Cambridge Angels, Cambridge Capital Group, Equus, G.Eastern Investment Forum
MOUs and Syndication with- Other UK Angels, Sophia Angels ( France) Luxembourg BAN, B.A.of Slovenia,US Angels Networked with all known, useful VCs and Grant bodies
Joint events, Deal and Portfolio Sharing Common Network and Portfolio Management -
Angelsoft Keeping well informed – eg. French Wealth Tax French Wealth Tax
changeschanges – Transformational impact. – Transformational impact. Strong International VC connections
Show me the MONEY! – So maybe we can we find Show me the MONEY! – So maybe we can we find investors hanging out here?....investors hanging out here?....
“How do we get to the money ? Where is the $$$$ 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 ?
And they like to see experienced Chairman and Directors - Mentors for Innovative young Companies
Inspired Leadership
Enthusiasm
Bullshit
Courage
OptimismVision
Creativity
Management
Research & Analysis
Caution
Process
Financial Control
Market Knowledge
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 udge Business School
Page 3
…at the heart of Cambridge University with global reach
Silicon Fen
Collegiate structure and learning
approach
Proximity to London, Europe’s corporate centre
Multi-disciplinary collaboration
Cambridge Judge
Distinction
Ethos and Values
Dr. Shai Vyakarnam
CfEL DirectorKatharine
Price
Yupar Myint
Dr. Jo Mills
Stew McTavish
How Do We Work? Curriculum development by CfEL Leverage external expertise to deliver – over 200
entrepreneurs and practitioners Highly customer focus Constant assessment on quality of programmes Build on reputation for excellence to create further growth
and expansion
Who’s Who - CfEL Team
Frances Bycroft
Orsi Ihasz
Peter Hiscocks(ACHIEVE)Arun Muthirulan
CfEL’s Entrepreneurs in Residence
Alan Barrell Library House
Phil O’ Donovan Camrivox
Alex van Someren
nCipher
Jack Lang Serial
Entrepreneur
Dan Roach Avlar Bioventures
Ann Cotton Camfed International
John SnyderGrapeshot
Richard Green Ubisense
Walter de BrouwerFounder
of Starlab
I want to learn...
What entrepreneurship is all about
Some new knowledge and skills in business planning
How to get my idea started
How to survive and grow in the early stages
How to develop and grow companies
How to teach entrepreneurship
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)
Enterprise Tuesday(Term 2)
I’m a student Enterprisers Ignite: ‘Fast Tracking Innovation’
I’m a Solo Entrepreneur with a technology idea
I’m a Corporate Intrapreneur or Entrepreneurial Manager
Senior Managers’ Programme
I’m an entrepreneur or an entrepreneurial academic
Summer Forum
CfEL’s ProgrammesCfEL’s Programmes
Graduate Programmes
MBA Chemistry Earth Science Graduate School of
Biological, Clinical, Medical and Veterinary Sciences
Undergraduate Programmes
Physics Chemical Engineering Materials Science Computer Science Biochemistry Architecture
Entrepreneurship Courses within the University of Cambridge
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
• Opportunity to pitch idea to a panel of investors, entrepreneurs and corporate venture heads
• Successful nine year track record!
88thth -14 July 2007 -14 July 2007 Cambridge Cambridge
Timetable 8Timetable 8thth to 14 to 14thth July 2007 July 2007
Research Projects at CfEL
•Role of Individuals•Social networks
•Entrepreneurial process of
innovation and venturing
•Role of Individuals•Social networks
•Entrepreneurial process of
innovation and venturing
What to each
•Enterprisers•Webcast
•Development Centres
•Enterprisers•Webcast
•Development Centres
How to teach
•Project with neuroscience•Intuition
•Included in sample at ARC
•Project with neuroscience•Intuition
•Included in sample at ARC
Born or made
Entrepreneurial Skills and Knowledge
Collaborative Research Projects:
• 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 )
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”
Research into importance of Entrepreneur Social Networks – and how they build them –
Myint and Vyakarnam
Until 1985
1986-1990
1991-1995
1996-2000
2001-2002
Cambridge University
AcornHermann Hauser
Acquired by Olivetti
Olivetti Research Lab
Andy Hopper
Adaptive Broadband
Cambridge BroadbandAcquired by American Microwave
Acquired by Western Multiplex Corp
Andy HopperPeter Warton
IPV (Telemedia Systems)
Andy Hopper
Virata(ATML)
Hermann HauserAndy Hopper
Merged with Globespan
Acquired by AT &T
RealVNCVirtual Network
Computing Level5NetworkAndy Hopper
ANTAlex van SomerenNicko van Someren
nCipherAlex van SomerenNicko van Someren
NetchannelHermann HauserJack Lang
Acquired by NTL
ARMElement 14
Stan BolandSimon Knowles
Acquired by Broadcom
Amadeus Capital PartnersHermann Hauser
IQ BioHermann Hauser, Chris Keightley
Part of DAKO Diagnostics
DakoCytomation - Merged with
Cytomation Inc
CDT
Richard Friend
Richard Friend Plastic Logic
Analysys
David Cleevely
Cambridge Network
David Cleevely Hermann HauserAlec Broers
Cambridge 3G
David Cleevely
CPSPeter Duffett-Smith
Polight Technologies
Stephen ElliottPavel Krecmer
ART
Daniel Hall
Pilgrim BeartActiveRF
Pilgrim Beart
Antenova
Zeus Technology
Adam TwissDavid Reeves
Cambridge Semiconductor
Gehan AmaratungaFlorin Udrea
MuscatJohn SnyderMartin Porter
Enterprise Accelerator
John Snyder
John SnyderWebtop
SmartlogikAcquired by Dialog
Small World
Richard GreenAuthur Chance
Dick Newell
CADShape Data
Charles Lang
Acquired by GE
TensailsRichard Green
VBN online
TerraPrise
Ubisense
Andy HopperSteve Pope
Andy HopperAndy WardPete Steggles Simon Elliott
David Cleevely
Electronic Share Information
Acquired by E* Trade
Hermann HauserJack Lang
Top express
Jack Lang
Splashpower
Lily ChangJames Hay
Saviso Group
Adam TwissBryan Amesbury
Innovia
Collin AgerGarraint Davies
Cambridge Interactive Systems
Hermann HauserMike MullerTudor BrownJamie Urquhart
Dick Newell, Tom Sancha
Figure 1 - The hi-tech start-ups associated with the Cambridge University
Stan BolandSimon Knowles
Icera
Laser-ScanR. O. Frisch
M-SpatialAdrian CuthbertJon Billing
Until 1985
1986-1990
1991-1995
1996-2000
2001-2002
AGC 1984
Alan Goodman
ATMAlan Goodman
Salix pharmaceutical
Alan Goodman
Peptide TherapeuticsNow Acambis
Daniel RoachAlan Goodman
AmuraAlan
Goodman
Avlar BioVenturesAlan Goodman
Daniel Roach
Oxford BimedicaAlan
Goodman
LiDCO
Alan Goodman
Terry O’Brien Alan Goodman
CORE
CeNes
Daniel RoachAlan Goodman
ChiroscienceChris Evans
Alan Goodman
Enzymatix
Chris Evans
Merged by Celltech
Group
Rapigene
ChiroTech
Enviros
Chris Evans Chris Evans
CerebrusToad
Chris Evans
Chris Evans Chris Evans
Merlin Ventures
Celsis
Amedis pharmaceutical
William Bains John Caldwell
Axis Genetcs Iain Cubitt
Iain CubittPestex Changed its name
to MicroBio Group
Acquired by Becker
Underwood
MRC LMB 1960s
Greg WinterDaivd Chiswell CAT
Greg Winter Diversys
RiboTargets
Simon Sturge
Celltech
Cambridge University
Martin Davies BioRobotics
Cantab Pharmaceuticals
Alan Munro
Merged with Xenova
Group Ltd
Chris LoweJ. McCann
Cambridge Sensors
Affinity chromatography
Chris LoweKen Jones
Acquired by Prometic
Biosciences Inc
HolometricaRoger MillingtonAbcam
Jonathan MilnerDavid Cleevely
AdproTechPeter Lachmann
Biotica TechnologyPeter Leadlay Jim StauntonKudos
PharmaceuticalsStephen Jackson
Hexagen. Mark Bodmer
Mark Bodmer Lorantis
Acquired by Incyte
Sense Proteomics
Jonathan Blackburn
De NovoPhilip Dean David Bailey
Paradigm Therapeutics
Mark Carlton
Metris Therapeutics
Stephen SmithSteve Charnock-Jones
Smart Holograms
Chris Lowe
Purely Proteins
Chris Lowe David Bailey
DaniolabsPaul Goldsmith Akubio
MCDavid Klenerman, Tony Minson
Astex Technology
Tom Blundell Chris AbellHarren Jhoti
SolexaShankar BalasubramanianDavid Klenerman
Vernalis
Arakis
Andy RichardsCyclacel
Microscience
Ark Therapeutics
VecturaReNeuron
Biovex
Genzyme (UK) - 1985
Chris EvansChris Lowe
Merlin BiosciencesChris
Evans
Figure 3 – The biotech start-ups from Cambridge University and other individuals
Cambridge Theranostics
Jonathan MilnerDavid Cleevely
Ivan Petyaev
Entrepreneurial Overlap – “Joined Up Thinking and Actions” – Coherence and Common Purpose
EDUCATION&
RESEARCHincluding Universities
INDUSTRY&
BUSINESS
GOVERNMENTNational & Local
Building an Enterprise Society. Power of Entrepreneurship, Innovation and Networking-
Building “bottom up”“bottom up”
Building communities of enterprise,social inclusion and
common purpose
Sub-regional development
Regional economic development
National economy
The Cambridge Phenomenon – Fulfilling the Potential – 2004 Report to Government
“Greater Cambridge is one of the most dynamic sub-regions within the UK Economy”
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
Cambridge
source: Cambridge 2020 report - 1998
The East of England RegionMap of Silicon Valley inset
Sources of Competitive Advantagefor Greater Cambridge – EntrepreneurialEntrepreneurial
LeadershipLeadership – 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 LeadershipEntrepreneurial Integration and Leadership
But for the Future – Beware Arrogance – “Today’s Peacock is Tomorrow’s Feather Duster”
In In Pursuit of Excellence ! 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.
